Case Study · Engaging Large Groups
Enhancing Employee Wellbeing & Resilience
How to reduce stress levels and increase employee satisfaction?
Context
Strong growth, high stress levels and collaboration challenges.
Strong growth and business expansion had caused high stress levels for the whole organization and led to first signs of dissatisfaction.
In addition, a hybrid working setup originating from the pandemic caused collaboration challenges.
Audience: 70 associates
Location: Zurich, Switzerland
Timing: January 2023
Facilitation setup: one moderator
The Challenge
Reducing stress and increasing employee satisfaction.
The workshop focused on the following goals:
- Understand key needs for reducing stress.
- Co-create and own meaningful change initiatives.
- Identify a few mission-critical corporate support projects.
Workshop Process
From sub-team ideation to corporate focus areas.
The group first worked in small sub-teams (nine groups of 7–8 people). In the second part of the session, all proposals were shared and corporate focus areas were identified through employee voting.
01
Key challenges
The teams unlocked their key challenges and stress drivers in daily business.
02
Change ideas & team proposal
The teams generated a broad range of change ideas and co-created a team proposal to drive wellbeing and resilience in their performance-driven culture.
03
Employee voting
All proposals were shared and corporate focus areas were identified through employee voting.
Key Output
Three big initiatives. KAIZEN improvements.
The workshop collected ideas and created alignment on concrete initiatives.
Three big initiatives
Concrete change initiatives were aligned and owned by members of the local Swiss leadership team.
KAIZEN improvements
A broad variety of ideas for small-scale improvements with big impact was collected at team level.
From Workshop to Execution
The local leadership team integrated three change initiatives.
The local leadership team committed to integrating the change initiatives, prioritized through employee voting at the end of the session, into their annual engagement plan.
All projects were brought to life through cross-functional working teams and CEO sponsorship with funding commitment. Bimonthly progress reviews were conducted as part of the regular town hall sessions.
The LEGO® models of the three change initiatives were placed in the office and used for status updates in a 3D format.
Impact
Wellbeing became a shared business commitment.
Psychological safety
The organization increased psychological safety by tackling the sensitive topic of stress and overwork in an all-company setting.
Motivation and work morale
The ownership commitment of the leadership team combined with dedicated funding had a positive impact on motivation and overall work morale in a challenging market environment.
Cross-functional understanding
The collaboration in cross-functional working teams broadened the understanding of work scope and inspired further optimization ideas beyond their own team context.
Let’s connect
Want to improve employee wellbeing?
A focused large-group workshop helps teams surface key needs, co-create change initiatives and turn employee input into concrete action.