Location:
Objective of the practice:
To identify and address the actual needs of employees through a digital tool.
Subtopics of the practice:
Employee well-being, welfare analysis, data-driven decision-making.
Geographical scope of the practice:
Italy
Short summary of the practice:
WIN is a digital tool that helps organizations understand employee needs for effective welfare planning.
Detailed information on the practice:
The primary goal of WIN (What I Need) is to gather and analyse the real needs of employees to create effective welfare programs. The idea originated from recognizing the gap in understanding employee needs, prompting the creation of a flexible questionnaire that adapts to individual responses. Success is measured through key performance indicators such as employee engagement levels, satisfaction scores, and the effectiveness of welfare initiatives based on survey results. Since its implementation, organizations have reported improved employee morale and better-targeted welfare solutions. WIN promotes long-term sustainability by aligning welfare investments with employees’ actual needs, contributing to a socially responsible organizational culture in line with ESG criteria (Environmental, Social, Governance). Its uniqueness lies in its adaptive nature: it identifies individual and family needs, not limited to those that can be addressed by existing welfare services (both corporate and non-corporate); it considers both the objective dimension (e.g., number of children) and the subjective dimension (perceived intensity of caregiving burden) of the need; it identifies and develops areas of need where greater vulnerability is detected, which can be translated into realistic choices for welfare actions. It covers six areas of needs: Family caregiving responsibilities Economic and financial vulnerability Health and psychological well-being Training-related needs Mobility Leisure time
Resources needed:
Results achieved:
Percorsi di Secondo Welfare developed the structure of the WIN questionnaire and defined the logic that connects the questions to the identification of needs. Drawing from the study of the literature, they established criteria for processing the data collected through the questionnaire to highlight the specificities of the pathways and achieve an effective analysis. The aim of this methodology is to prevent potential “distracting effects” that may influence the respondent’s selective attention.
Potential for learning:
This practice is a potential model for other regions due to its comprehensive approach to welfare analysis. By leveraging data-driven insights, organizations can tailor their welfare programs to meet specific employee needs effectively. The adaptability of WIN’s questionnaire allows for customization in various contexts, making it applicable across different industries and cultural settings. Additionally, the emphasis on understanding employee needs fosters a sense of responsibility and care within organizations, leading to enhanced workplace environments. Through its attention to the context of the answers, the questionnaire tool respects the individual’s freedom of choice, focusing exclusively on their real, expressed, and/or unexpressed needs, avoiding situations where workers identify welfare services that only partially address their actual needs. Sharing this model could inspire similar initiatives globally, promoting employee well-being as a cornerstone of organizational success.
Further information:
Keywords:
Employee welfare, needs assessment, ESG criteria, workplace well-being, adaptive survey tool.
