This integrated assessment supports individual organizations in understanding, strengthening, and aligning worker well-being, environmental sustainability, and organizational performance. It is designed to help leaders identify priorities, uncover risks and opportunities, and take evidence-informed action across all three dimensions.
Use of this assessment is strictly limited to individual organizations for their own internal purposes.
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Introduction: This readiness assessment is the first step in your evaluation journey. It is designed to help you diagnose your organization's readiness to implement changes in worker well-being, environmental sustainability and organizational performance. Readiness determines what is a realistic goal and timeline. By identifying sources of resistance, inertia, capacity, and momentum within your organization, you can tailor a more effective change strategy and lay a solid foundation for the subsequent assessment.
When using our readiness assessment, please assess the status of your organization's key role using the following four criteria. Once this is complete, follow this five point process to inspire stakeholders towards a common vision.
Are there known budget limits, data gaps, cultural barriers, or competing priorities? Examples: budget constraints, IT/privacy restrictions, notes from past failed initiatives. See Appendix A for common reasons behind resistance.
Has leadership expressed support? Do employees show interest? Do leaders see a clear financial/competitive benefit? Examples: leadership emails, town hall notes, employee survey comments.
Do we have the skills, time, and systems to make this work? Would we need external support?
Example: named owner/team, existing HR/finance/sustainability data, access to systems, vendor partnerships.
Are there mechanisms to sustain change (KPIs, reporting, incentives)?
Example: KPI dashboards, dedicated budget, annual review process, policy documents.
Please complete the following assessment table. For each area of change, assess the status using the four criteria. If there is resistance or lack of ability, please answer the additional questions.
| Area of Change |
Worker Well-being
Defined as: The extent to which quality jobs–characterized by fair wages, benefits, job security, and safe, supportive working conditions–materially and psychologically support employees' health, satisfaction, and overall quality of life. (OECD Job Quality) |
Environmental Sustainability
Defined as: Meeting the needs of the present without compromising the ability of future generations to meet their own needs, encompassing practices such as resource recycling, carbon emission reduction and ecosystem protection. (UN SDG 12/13) |
Organizational Performance
Defined as: The efficiency, effectiveness and adaptability with which an organization achieves its strategic objectives, including financial results, operational efficiency, customer satisfaction and innovation capability. (ISO 9001 & OECD) |
What would it take to make it a priority?
Note: Practical actions or resources needed to enable change, based on your diagnosis of the four criteria above. |
Responsible Person(s) / Team
Assign a clear owner or team. |
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Mission and strategic plan If there is resistance or lack of ability, answer the following three questions: Extent to which well-being, sustainability and performance are included in the organization's formal mission and strategic plans. |
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| Do you believe you understand the benefits (financial, recruiting talent, reputation, etc)? | |||||
| Do you know how to implement a strategy to realize these benefits? | |||||
| Do you know how to measure the benefits and impact? | |||||
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Leadership commitment
Visible actions and accountability from leaders that support these areas. Leadership refers to senior level decision makers with responsibility and authority for the whole organization. Examples are President, CEO, COO, CFO, and Executive Director. Leadership commitment is a key catalyst of 'Desire'. |
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Culture
Shared values and norms that support employee well-being, environmental sustainability and operational performance. |
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Strategic communication
Clear, consistent, and ongoing communication from leadership explains the 'why' behind organizational priorities to employees across the organization. |
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Data tracking capability
The systems in place to collect and analyze relevant data (HR, finance, energy, customer). |
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Employee engagement
Degree to which employees are involved in decisions and initiatives that affect their work. |
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External partnerships
Relationships with external partners (health providers, consultants, community groups) that support initiatives. |
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Employee assistance program (EAP)
Availability and uptake of counselling and support services for employees. |
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HR, OHS, OD, CSR, and wellness professionals
Roles or functions responsible for people, health & well-being work. |
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Support for ongoing learning and development
Access to structured training and development that supports both well-being and skills. |
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Corporate social responsibility (CSR) strategy & initiatives
Formal or informal policies and actions that integrate social and environmental concerns into business operations and stakeholder interactions. |
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Sustainability / ESG specialist / communications & advocacy professionals
Roles or functions responsible for environmental sustainability or ESG-related work. |
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Attraction, recruitment & retention capacity
Ability to attract, hire, and retain the right talent to meet current and future business needs. |
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Quality improvement initiatives
Structured efforts to improve processes, products, or services, aimed at enhancing efficiency, effectiveness, or customer satisfaction. |
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Cross-functional collaboration
Regular collaboration across functions to achieve shared goals. |
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Resource allocation
Dedicated budget or resources for sustainability initiatives. |
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Innovation and R&D
Investments towards research, development, and adoption of novel solutions that reduce environmental impact. |
Once you have completed the table, take a step back and reflect on the overall patterns. Look across the four criteria and consider what the results tell you about your organization's readiness for change.
Areas of strong Desire and Ability may represent natural starting points.
Resistance highlights barriers that need attention and strategic planning.
Reinforcement points to whether changes are likely to last long-term.
Use the "What would it take?" column to capture relevant ideas and actions.
Remember: There is no single right answer. The value comes from the discussion it generates.
The goal is not to score perfectly but to create a realistic plan that reflects your organization's priorities, resources, and culture.
Save your assessment and proceed to the next step in your improvement journey.