Investing in
wellbeing
and results
wellbeing
and results
Rising absenteeism rates, longer working lives, and a tight labour market call for a new perspective on work. Organisations thrive when people feel happy, recognised, and valued — but also when they can do meaningful and sustainable work with a healthy balance between professional and personal life. Employers who embrace this approach invest deeply in the wellbeing of their people — not as a “nice to have,” but as a deliberate strategic choice. After all, happy employees are not only more resilient and healthier, but also more creative, effective, and genuinely engaged in their work.
For us, happiness at work is not a project or programme, but a mindset — a way of viewing work, growth, and collaboration. It is a powerful means of fostering long-term commitment. People stay when they can grow, when their work evolves alongside their life, and when they feel they make a real difference. This calls for attention to career development and for work that aligns with different life stages, as well as with the shifting values and needs of different generations.
We approach this through four interconnected lenses: the individual, the team, leadership, and the organisation. Happiness at work is a shared responsibility. It requires individuals to take ownership of their energy, growth, and work; teams to co-create a positive and productive work environment; organisations to design cultures and structures that enable this; and leaders to facilitate and model the process. True change only happens in that dynamic interaction.
We support organisations in consciously shaping their approach to this challenge — with a clear vision and practical tools. Our work is theme-based, with a focus on areas such as talent development, health and vitality, career progression, and sustainable work practices. We combine scientific insights with real-world experience to help build workplaces where people remain engaged, energised, and able to thrive over time.
What questions do our clients ask?
- Our absenteeism rates are increasing, and we notice that traditional wellbeing programmes are no longer effective. How can we approach this in a way that is both strategic and people-centred?
- We want to be an attractive employer for young talent. Employee development and engagement are key pillars for us — how can we create an environment where people can truly thrive?
- We are concerned about the wellbeing of many of our employees. How can we gain an objective understanding of the situation and translate that into a concrete action plan?
- We want to build a culture where wellbeing, happiness at work, and personal growth are natural, everyday themes. How do we bring this to life in a way that fits our context and our people?
How do we approach this?
Many organisations today understand what drives people and what they need to stay motivated. But knowing this doesn’t automatically mean it comes to life in daily practice. That’s where we come in. We are practitioners who know how to turn wellbeing strategies into reality.
We guide the process needed to bring good intentions and valuable insights to life. Change is rarely linear — it requires flexibility, awareness of what is happening inside and outside the organisation, active listening, and the ability to adjust course whenever the context shifts.
Our approach is therefore process-oriented, yet evidence-based. We draw on current scientific insights and proven frameworks from fields such as positive psychology, motivation theory, and organisational development. At the same time, we translate this knowledge into practical action that fits the everyday realities of organisations — flexible, conversational, and always aligned with what is needed at that moment.
We don’t believe in one-size-fits-all solutions. Instead, we co-create tailor-made approaches together with the organisation. In doing so, we help build a movement that is sustainable, widely supported, and truly aligned with the people and culture of the organisation.
Who’s involved?
You can rely on a network of experts. We bring together teams of professionals from different disciplines who collaborate in varying constellations — depending on your specific needs.
Our goal is to guide and support your organisation throughout the process. The result: a healthy, inspiring workplace where people can live and work with meaning and joy.
Related cases
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A healthy organization through mindfulness
Inner focus in challenging timesAn independent research agency in the field of sustainable development is strongly committed to the growth of its employees. The organisation therefore offers a comprehensive range of support for everyone's professional development. They also wanted to pay attention to work pressure. Realising that the work situation is increasingly demanding, management wanted to give employees the necessary tools and knowledge to deal with those conditions. The central question was: How can our employees, despite increasing work pressure, remain positive and keep their inner clarity and focus? Approach We started by interviewing employees: What makes this theme really important to you? What things do you find challenging with regard to this topic? How will you be able to notice that this process has made a difference in the end? These conversations helped us design a tailor-made program and it sparked off the participants' reflection process. So, the learning process had already begun. ... ›› -
Staying healthy under severe pressure
Developing a well-supported health policyA factory had to deal with shrinkage. Uncertainty about the company's future combined with high workloads took their toll on people's health. Relationships were under pressure, as there was less time for meetings. A staggering 20.5% of staff found themselves in the burn-out risk area. And more and more people were dropping out due to physical complaints. The company wanted a coherent, preventive approach to support its management and employees to (continue to) feel good and to (continue to) perform in times of great pressure. Approach The company's CEO and HR Director took the lead. Our first step was to engage the management team in a dialogue about their own well-being as well as that of the organisation. ... ›› -
Investing in talents, does it pay off?
Scientific research into a strengths-based approachWe regularly support people in teams and organisations to discover and deploy their strengths. Our experience is that this is very beneficial. Inviting people to think about energizers in their work and what they are good at proves to be a source of enthusiasm. And it improves mutual relationships. But how does it work exactly? That's what we wanted to investigate. That's why we started a scientific study together with Prof. Marianne van Woerkom and Dr. Christina Meyers of Tilburg University: What exactly is the effect if people participate in workshops in which they are invited to discover and use their talents? Approach We were able to work for an association of five primary schools. We provided workshops for their teachers. First, a start-up meeting where they reflected on their own strengths and designed experiments to deploy these in their job. In a second meeting, six weeks later, participants reflected on what was successful and where they had managed to use their talents more effectively. ... ›› -
Performance appraisals based on strengths
The power of internal facilitatorsAn engineering firm with 800 consultants wanted to renew their performance appraisal process. The fixed schedule of three interviews a year no longer sufficed. Moreover, they wanted to shift to a talent or strengths focus and give employees themselves a greater role in preparing and carrying out the appraisals. A strategy group was commissioned by the Management Team to work on this and we helped them to draw up a manual. The core of which is conducting a dialogue based on four guiding principles and a basic interview format. The crucial question then was: how do we help managers and their teams to embrace and apply this new approach without resorting to detailed standardized procedures? Approach The kick off took place on a management off-site where all team leaders, departmental heads and directors were present. The strategy group members took on an important role. Together with the HR consultants, they formed a pool of 12 process facilitators. With them, we prepared the programme, which aimed to inform and inspire managers for the new way of working. ... ›› -
Job crafting: using personal strengths in the workplace
A boost for job satisfaction and innovationThe world of libraries is changing. In addition to an extensive collection of books, modern libraries also offer a range of activities in the form of workshops and venues. The common thread is their mission: providing social value by contributing to the development of citizens. One library noticed that the broadening of their range of activities posed new challenges for employees. Therefore, they had worked intensively with the front office employees to explore and fulfill their new role. A process that was to everyone's satisfaction, as even the annual employee satisfaction survey conveyed. In this survey, the front office employees (e.g. the reception desk, hostesses, etc.) showed a greater appreciation of their work than the back-office employees. This sparked the desire to work with colleagues in the back office as well. What is changing in their work? And how can they tackle this innovation, making full use of their strengths and talents? Approach Adapting work by starting from strengths and talents is what we call job crafting. Research shows that this contributes positively to job satisfaction, involvement and innovation. ... ››