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Measuring the quality of life at work: challenges, methods and indicators
Quality of life at work (QWL) has become an essential subject in businesses. For a long time confined to the prevention of psychosocial risks, it is now perceived as a lever for commitment, performance and attractiveness. But how do you measure a concept that relates to working conditions, the social climate and individual development at the same time?
This article proposes to take stock of the definition of QWL, its challenges, measurement methods and best practices in order to draw concrete and sustainable actions from it.
Understanding the quality of life at work
Definition and origin of the QWL concept
The concept of QWL has its roots in work on ergonomics and well-being at work carried out as early as the 1970s. In France, it is formalized by the 2013 National Interprofessional Agreement (ANI), which defines QWL as “a feeling of well-being at work perceived collectively and individually that encompasses the atmosphere, the culture of the company, the interest of work, the interest of work, the working conditions, the working conditions, the feeling of involvement, the feeling of involvement, the degree of autonomy and responsibility, equality, the right to make mistakes and to professional development”.
Unlike “well-being at work”, which is more focused on the individual, QWL takes a systemic and collective approach.
The challenges of QWL for companies and employees
For businesses, QWL is a factor of competitiveness. A good social climate and satisfactory working conditions promote motivation, reduce absenteeism and retain talent. It is also a strong argument for strengthening the employer image and attracting qualified candidates.
For employees, QWL means conditions conducive to professional development, recognition of efforts, a better balance of life and an environment where one can express oneself in confidence.
Finally, at the regulatory level, the prevention of psychosocial risks and regular consultation on working conditions are part of the employer's obligations, which reinforces the need to assess QWL.
The key dimensions of QWL
QWL is not a monolithic concept. It can be divided into several complementary dimensions:
- Working conditions : safety, ergonomics, workload, tools.
- Social relationships : management quality, cooperation, internal communication.
- Work-life balance : flexible hours, teleworking, right to disconnect.
- Professional development : training, mobility, recognition, career prospects.
Each of these dimensions can be evaluated by specific indicators and by the feelings of employees.
Methods for measuring the quality of life at work
Internal surveys and questionnaires
The most common tool for measuring QWL remains the internal questionnaire. It can take the form of an annual social barometer, thematic surveys or ad hoc polls.
These questionnaires generally include Likert-type scales (from “strongly disagree” to “strongly agree”) to assess feelings on various aspects: environment, workload, recognition, management, management, work/life balance...
Advantages: simplicity, low cost, anonymity that promotes sincerity, comparability over time.
Limits: risk of response bias, sometimes subjective interpretation, need for a high participation rate.
Quantitative and qualitative indicators
QWL can also be measured through existing HR indicators :
- Absenteeism and turnover : high levels often signal discomfort.
- Accidents at work and occupational diseases : a reflection of physical working conditions.
- Internal claims and conflicts : an indirect measure of the social climate.
These numerical data must be combined with qualitative indicators: feedback from managers, individual interviews, field observations, participatory workshops.
External audits and diagnostics
For an objective look, some companies use specialized firms or labels (e.g. Great Place to Work, HappyIndex® atWork). These audits combine documentary analyses, interviews and sector benchmark. They allow you to compare your QWL performance to that of similar companies and to benefit from expert recommendations.
Digital tools and HR solutions
The development of continuous feedback platforms is transforming the measurement of QWL. Digital tools make it possible to send short and regular surveys, to automatically analyze the verbatims and to monitor dashboards in real time. Artificial intelligence helps to detect weak trends and to predict certain risks (turnover, disengagement).
Interpreting and exploiting the results
Identify areas for improvement
Measuring only makes sense if results lead to actions. The data collected should be analyzed to identify strengths, weak signals, and priorities for action.
Example: if work/life balance gets a low grade, it may be appropriate to study schedule flexibility or workload.
Building a QWL action plan
An effective action plan is based on three pillars:
- Co-construction with employees and staff representatives to strengthen membership.
- Clear and measurable goals (reduction in absenteeism, increase in the satisfaction score...).
- Transparent communication on the results and the measures envisaged.
It is recommended to combine “quick wins” actions (quick effect) and more structural projects.
Follow-up and adjustment over time
QWL is a continuous process. Businesses benefit from setting up regular monitoring of indicators and adjusting their actions. This may involve an annual barometer, follow-up meetings or quarterly “pulse” surveys.
Monitoring makes it possible to measure the impact of actions on commitment, performance and attractiveness, and to avoid the “investigation without follow-up” effect that demotivates teams.
Good practices and concrete examples
Business case studies
Many businesses have achieved tangible results thanks to rigorous QWL measurement:
- Company A (industry) : implementation of a biannual QWL barometer and participatory workshops → 20% reduction in absenteeism in two years.
- Business B (services) : use of a continuous feedback platform and management overhaul → 15% increase in the engagement score.
- Company C (start-up) : creation of a QWL and extended teleworking committee → better attractiveness and retention of talent.
These examples show that there is no single recipe, but that the key lies in listening, being consistent and adapting to the context.
Key success factors
Several factors determine the success of a QWL approach:
- The involvement of top management, which gives the direction and the means.
- The active participation of employees, which guarantees the relevance of actions.
- Clear and regular communication on goals, results and progress.
- Integrating QWL into the global HR strategy, and not as an isolated project.
Conclusion: towards a sustainable QWL culture
Measuring the quality of life at work is not an end in itself but a lever for continuously improving the employee experience and collective performance.
By combining internal surveys, HR indicators, external audits and digital tools, companies can obtain a complete and dynamic vision of their QWL.
The challenge is to move from measurement to action, then to culture: to make QWL a shared reflex, a criterion integrated into all decisions and a lasting asset for the organization as well as for its employees.
