The Semiannual report serves as a comprehensive 6-month summary of your company's well-being, engagement, and employee feedback.

This report also brings you the debut of the Employee Engagement Index and three new dimensions — Motivation, Autonomy, and Emotional Exhaustion.

In essence, this report is your go-to resource for understanding how employees are feeling, what's working well, and areas that may need attention. It's a tool to enhance overall company well-being and employee satisfaction.

This guide will walk you through the various segments of the Semiannual report and how to make the most of it.

Response Rate is a vital metric reflecting the percentage of surveys answered compared to those sent over the past six months or since you started using Heartcount.

Scientifically, a response rate of 25-60% in anonymous surveys is considered typical. If your rate hovers around 30%, nearly a third of your workforce has shared valuable insights.

A color code system signals performance:

Understanding systemic factors for lower response rates is crucial, including leadership endorsement, post-survey inaction, safety concerns, past negative experiences, fear of criticism, and individual traits. Heartcount supports improvement by sending motivating emails to non-responders, emphasizing benefits for individuals, teams, and the company. To enhance response rates, consider internal communication strategies that reshape perspectives on survey outcomes.

Implementing improvement strategies is key: highlight contribution, ensure transparency, garner managerial support, engage leadership, acknowledge positive changes, offer recognition and gratitude, address concerns, understand workload pressures, and encourage positive expressions. By adopting these strategies, you not only boost response rates but also foster a culture of open communication and continuous improvement within your organization.

Well-being data unveils the percentage of time employees felt good at work. The central figure signifies positive responses (good & very good) relative to the total well-being responses for the entire company or specific teams over the past six months (or since Heartcount adoption if less).

Contrary to misconceptions, a lower percentage doesn't imply constant dissatisfaction; it means respondents felt neither good nor bad during the unmentioned timeframe. Scientifically, happiness research indicates that claiming a good day means spending 20-40% engaged in uplifting activities.

A color code system signals performance:

To address concerns, initiate conversations about well-being, offering understanding through active listening, avoiding minimizing feelings, and focusing on work-related aspects during discussions to prevent personal conflicts.

By grasping these insights, you not only decode well-being metrics efficiently but also pave the way for meaningful conversations and potential enhancements in your company or team's overall satisfaction.

Employee engagement encapsulates a positive work mindset, characterized by vitality, dedication, and absorption. Vitality involves high energy and mental resilience, dedication is enthusiastic task engagement, and absorption is intense concentration at work.

The Employee Engagement Index is calculated biannually based on responses to 21 carefully chosen questions (or 14 for biweekly surveys). It assesses employees who answered over 60% of contributing questions. The report provides the company or team index, benchmarking against other companies, and categorizes employees based on engagement levels.

Actively engaged employees (score 4.0 and higher) are ambassadors, driven by curiosity, productivity, and passion.

Engaged employees (3.50-3.99) meet expectations, motivated and appreciative of their work.

Disengaged employees (2.51-3.49) focus on tasks rather than goals, seeking clear instructions.

Actively disengaged employees (1-2.50) express dissatisfaction and skepticism, impacting the work atmosphere.

Treat first and second-half indices as identical twins, making them comparable. Changes in team composition may influence index shifts. Caution is advised when comparing indices within six months of use.

Corporate-level factors like career opportunities and relationship support drive engagement. Engaged employees actively shape their work environment, utilizing resources and creating their own. Position within the company impacts engagement, with lower-ranking roles or salary-driven positions potentially lacking engagement.

By grasping these insights, you not only decode the Employee Engagement Index effectively but also gain actionable strategies to boost engagement within your company or team.

Motivation for work, autonomy, and emotional exhaustion stand out as critical components affecting workplace engagement, each assessed through specific questions over six months.

While motivation and autonomy positively correlate with engagement, emotional exhaustion exhibits a negative correlation.

Questions assessing motivation among employees in your company or teams relate to motivation stemming from job characteristics and personality traits. Motivation is an internal desire of an employee to successfully perform their job and is crucial for workplace engagement.

For each employee, we count how many questions measuring motivation they answered positively, and then we calculate the median. The median indicates the value below and above which 50% of individuals in the sample (employees in your company or teams) are located. A high number of positive answers indicates high motivation.

A motivated person is usually engaged because motivation provides the energy and focus for job performance. When a person is not motivated, they don't see the purpose in their work and believe they are not recognized for their efforts, increasing the likelihood of leaving the job or being disengaged at work.

Autonomy represents the degree of freedom that an employee feels when making decisions and executing work tasks – the way they will execute them and when they will do so.

For each employee, we count how many questions measuring autonomy they answered positively, and then we calculate the median. The median tells us the value below and above which 50% of individuals in the sample (employees in your company or teams) are located. A high number of positive answers indicates high autonomy.

Autonomy in an employee creates a sense of control over the job; the employee feels empowered and believes that management trusts them. Lack of autonomy can lead to reduced engagement at work as the employee may think their contributions are less important, there is no trust, and they lack freedom in their tasks.

Emotional exhaustion is a negative psychological experience and is part of burnout at work.

For each employee, we count how many questions measuring emotional exhaustion they answered negatively, and then we calculate the median. The median tells us the value below and above which 50% of individuals in the sample (employees in your company or teams) are located. A high number of negative answers indicates low emotional exhaustion.

An emotionally exhausted person is chronically tired due to excessive stress at work, a lack of a sense of control over tasks, overload, and a lack of resources to successfully perform their job. Emotional exhaustion is more likely to occur in individuals who are otherwise conscientious and dedicated to their work, prone to perfectionism, and unable to set healthy boundaries (say no when necessary). Emotional exhaustion is crucial for a decline in motivation and productivity because the person stops seeing meaning in their work.

Highest Average Score:

This section delves into employees ranking in the top 20%, exhibiting outstanding overall scores excluding well-being-related questions. Identified based on responses over the past 6 months, or since Heartcount usage initiation for shorter periods, these individuals showcase consistently remarkable performance.

Above-Average Score:

Acknowledging excellence, we highlight employees surpassing the company average. Chosen through significantly higher scores in all questions, excluding well-being-related ones, over the past 6 months (or since Heartcount usage initiation for shorter periods), these individuals contribute notably to elevating the company's overall performance.

Exploring these segments not only recognizes exceptional contributors but also provides valuable insights into practices and qualities that lead to high-performance levels. Understanding and leveraging these insights can further drive success and enhance overall company dynamics.

Lowest Average Score:

This section unveils individuals ranking in the bottom 20%, displaying lower overall scores, excluding well-being-related questions. Identified over the past 6 months or since Heartcount usage initiation, these insights shed light on areas that may require attention.

Below-Average Score:

Acknowledging diverse engagement levels, this category encompasses employees scoring significantly below the company average. Recognized based on responses over the past 6 months, these insights prompt a closer look at potential challenges or areas of improvement.

These scores reflect individual engagement compared to peers, noting the inherent range in a workforce. A below-average score doesn't necessarily indicate dissatisfaction, especially in high-engagement environments. The questions aim to spotlight those exceptionally satisfied, intrinsically motivated, and granted autonomy in their roles, recognizing that this may not apply universally.

Identifying those who received at least four surveys but failed to respond, or responded to 25% or less. This section unravels insights into potential reasons and strategies for increased participation.

New hires may be acclimating, building trust, or cautious during probation, while long-term employees present opportunities for enhancing response frequency.

Common reasons for non-response:

Leadership's negative perception, inaction on survey results, fear of consequences, negative past experiences, or concerns about criticism and embarrassment contribute to avoidance. Personalities also play a role.

To boost response rates, Heartcount employs motivational emails, emphasizing individual, team, and company benefits. Considering global response averages (30-60%), internal communication becomes pivotal.

Employees responding with "I cannot answer this question" over 30% of the time in at least eight surveys are categorized here, excluding well-being queries.

This choice signals an inability to answer rather than neutrality. While occasional use is normal, frequent instances suggest a response style. This criterion, applied after eight surveys, helps distinguish patterns.

Common Reasons:

Possibilities include new hires lacking experience, discomfort expressing dissatisfaction, or other undisclosed reasons contributing to this response style.

Engage in conversations, possibly with HR or management, to uncover the reasons behind this response style. Encourage new hires to voice opinions early on, fostering open communication. Clarify company policies on expressing dissatisfaction to alleviate fears of potential penalties for honest feedback. Creating a supportive environment promotes transparent dialogue for effective problem-solving.

Employees falling into this category respond with "I am neutral" to over 30% of questions in at least eight surveys, excluding well-being queries.

Studies indicate a typical neutral response rate of 7-30%. However, a frequent occurrence (over 30%) suggests a distinct response style. This criterion, applied after eight surveys, helps identify such patterns.

Common Reasons:

Possible reasons include ambivalence, a desire to avoid socially undesirable or negative answers, or difficulty recognizing their feelings.

Engage in conversations, potentially with HR or management, to discuss the importance of honest responses for personal growth and workplace improvement. Clarify consequences of expressing dissatisfaction and provide reassurance. Encourage assertiveness and highlight the value of immediate, accurate emotional responses. Encourage reflection on their feelings by asking questions like, "Would you want to feel the same way next week?" to aid self-assessment.

Questions with over 5% of respondents choosing "I cannot answer this question" are highlighted, excluding well-being queries.

Research shows that 2-4% typically refrain from answering questions (non-response/refusal bias). If 5% or more opt for "I cannot answer," these questions are singled out for closer examination.

Common Reasons:

New Employees: Those new to the company may lack sufficient knowledge or experience to respond.

Sensitivity: The question may touch on a sensitive topic for your employees.

High Motivation: Questions measuring high motivation might be skipped by those not strongly motivated.

Emotional Exhaustion: Queries related to emotional exhaustion may face resistance due to potential negative responses.

Questions garnering over 25% "Neutral" responses are spotlighted, excluding well-being inquiries.

Research indicates 10-20% typically respond neutrally to various survey questions (non-response/refusal bias). If 25% or more opt for "Neutral," these questions are flagged for closer examination.

Common Reasons:

Mixed Feelings: Employees may harbor ambivalence toward the question.

Avoidance: Some may refrain from providing socially undesirable or negative answers.

Emotional Recognition: Inability to recognize or articulate their feelings.

Genuine Neutrality: A portion may genuinely hold a neutral stance on the question.

In this section of the report, we present questions with the highest percentage of positive answers (sum of responses "completely agree" and "agree") in the entire company over the past six months (or since you started using Heartcount, if the period is less than six months). The only question excluded from the list of analyzed questions is the well-being question. More precisely, when we calculate the five highest percentages of positive answers to questions, we then show you all the questions that have such percentages of positive responses.

In this section of the report, we present questions with the highest percentage of negative answers (sum of responses "completely disagree" and "disagree") in the entire company over the past six months (or since you started using Heartcount, if the period is less than six months). The only question excluded from the list of analyzed questions is the well-being question. More precisely, when we calculate the five highest percentages of negative answers to questions, we then show you all the questions that have such percentages of negative responses.

In this section of the report, we present the skipped questions, meaning all questions where at least one employee skipped answering a specific question but responded to the survey in which the question was included. The only question excluded from the list of analyzed questions is the well-being question.

A “Happiness score” for company is calculated by summing all pre-calculated happiness scores from company’s employees and then divided by total count of employees that fit the calculations.

One employee is fit for the calculation only if he answered on the survey’s questions with options 1 to 5.

We obtain this data by calculating the average value (arithmetic mean) based on all responses to questions measuring attitudes and satisfaction with feedback and recognition in the company.

A score of 4.00 or higher indicates above-average satisfaction with feedback and recognition.

If the score is below 4.00 but above 3.20, it indicates an average level of satisfaction with feedback and recognition.

A score of 3.20 or lower indicates below-average satisfaction with feedback and recognition.

We obtain the data by calculating the average value (arithmetic mean) based on all responses to questions measuring satisfaction with opportunities for personal development in the company.

A score of 4.00 or higher indicates satisfaction with personal development is above average.

If the score is below 4.00 but above 3.00, satisfaction with personal development is at an average level.

A score of 3.00 or lower indicates below-average satisfaction with personal development.

We obtain this data by calculating the average value (arithmetic mean) based on all responses to questions that assess the relationship of the employee with their colleagues.

A score of 4.00 or higher indicates above-average job satisfaction.

If the score is below 4.00 but above 3.10, it indicates an average job satisfaction level.

A score of 3.10 or lower indicates below-average job satisfaction.

We obtain this data by calculating the average value (arithmetic mean) based on all responses to questions that assess the attitude towards the company.

A score of 4.00 or higher indicates above-average attitude towards the company.

If the score is below 4.00 but above 3.10, it indicates an average attitude towards the company.

A score of 3.10 or lower indicates below-average attitudes towards the company.

We obtain this data by calculating the average value (arithmetic mean) based on all responses to questions that assess the employee's relationship with management.

A score of 4.10 or higher indicates above-average satisfaction with the relationship with management.

If the score is below 4.10 but above 3.30, it indicates an average satisfaction level with the relationship with management.

A score of 3.30 or lower indicates below-average satisfaction with the relationship with management.

We obtain this data by calculating the average value (arithmetic mean) based on all responses to questions that assess the employee's relationship with their colleagues.

A score of 4.10 or higher indicates above-average satisfaction with colleague relationships.

If the score is below 4.10 but above 3.50, it indicates an average satisfaction level with colleague relationships.

A score of 3.50 or lower indicates below-average satisfaction with colleague relationships.

We obtain this data by calculating the average value (arithmetic mean) based on all responses to questions measuring the sense of productivity and efficiency at work.

A score of 4.20 or higher indicates above-average productivity and efficiency.

If the score is below 4.20 but above 3.60, it indicates an average level of productivity and efficiency.

A score of 3.60 or lower indicates below-average productivity and efficiency.

This section of the report gives you insights into key metrics on a team level.