Measuring what matters: pressure indicators for boards
Use a small set of indicators tied to exposed work. No single measure establishes how much pressure an organisation carries.
The performance question
Overtime, vacancy cover and decision rework can prompt useful questions, but each has several possible explanations. Define the risk before choosing the measure. Keep operational signals separate from measures of mental wellbeing and avoid turning them into individual health predictions.
What the evidence supports
NICE recommends validated measures when measuring mental wellbeing and monitoring support. HSE identifies different work design domains. These support purposeful measurement, not combining unrelated numbers into an unvalidated pressure index.12
A practical approach
For a critical process, choose one demand indicator, one control indicator and one outcome indicator. For example, review overtime exposure, competent cover and avoidable rework. Define each consistently with a denominator, owner and investigation trigger. Add confidential employee input to interpret the pattern.
How to review progress
Report missing data, sample size and possible alternative explanations. Review whether the indicators prompted useful action. Do not claim an improving average means every team is protected, or collect personal information merely because it might make a dashboard more detailed.
Sources and references
- Mental wellbeing at work Opens in a new tab
NICE
NG212 sections 1.1 to 1.6: strategy, environment, managers and individual support
- Work related stress and how to manage it Opens in a new tab
Health and Safety Executive
Overview: employer duties and six areas of work design
Discuss your corporate wellness priorities with Isabella
If this reflects a challenge in your organisation, contact Isabella to discuss where pressure is affecting performance and what a practical next step could look like.
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