Step 2: Current State & Priority Actions

Review your current practices to identify strengths, gaps, and opportunities

Step 2: Current State Assessment

If you'd like external guidance or facilitation support in completing the assessment or developing an improvement plan, please contact info@wellnessworkscanada.ca.

Current State Assessment Form

No. Index Items Are we mesuring?

Are we currently measuring this?
This question helps identify data gaps.
Yes: We measure this. Proceed to the Rating column.
No: This is relevant, but we do not track it. Skip Rating.
N/A: This is not applicable to our operations. Skip Rating.

 If measuring, how?

Describe how you are currently measuring this item

 Self Rating

Based on the scoring logic in the previous column, select a rating that best reflects your performance level.

 Level of Priority

A key decision-making column. Regardless of the above, evaluate the strategic importance of this item to your organization as High, Medium, or Low. This ensures a high-priority item that is 'not measured' or has a low score is flagged for action. Discuss with your team: Would improving this area significantly advance a core business goal (e.g., talent retention, cost reduction, brand reputation)?

 Our Plan

Action Plan: Your action column. Document a concrete plan here.

Examples:
"Add this metric to our Q3 pulse survey."
"Start tracking monthly utility data."
"No immediate plan" (for low priority items).

 What we will measure next

What we will measure next:If this is a priority item to measure, indicate what you currently measure or plan to measure. If not, enter N/A.

Worker Well-being
1
Physical Well-being

The organization has initiatives and strategies that promote physical health and prevent injury, both in and out of the workplace.
Scoring Logic:
  • 2: Strong physical well-being culture company-wide, supported by continuous improvement
  • 1.5: Has multiple systematic, sustained programs and initiatives in place
  • 1: Has recognisable programs or benefits exist but coverage or consistency is incomplete
  • 0.5: Has ad-hoc or limited programs, but not consistent
  • 0: No actions beyond minimum safety compliance
2
Job Satisfaction

The degree to which employees are content with their jobs, feel a sense of autonomy, and have a sense of purpose in their work, as measured through direct feedback and surveys.
Scoring Logic:
  • 2: Strong culture of autonomy and participation
  • 1: Autonomy and voice are limited or inconsistent
  • 0: No or very little encouragement
3
Mental, Social & Financial Well-being

Psychological safety, social support, and financial security of workers. The programs, resources, and culture that support employees' psychological health, social connectedness, and financial security.
Scoring Logic:
  • 2: Strong psychological safety culture organization-wide
  • 1: Some efforts, but not consistent
  • 0: No procedures and culture of psychological safety
4
Financial Impact of Worker Well-being

The quantifiable financial benefits linked to employee well-being initiatives.
Scoring Logic:
  • 15%+ =2: Quantified, documented improvements
  • 10-14% =1.5: Significant documented improvements
  • 5-9% =1: Tracks some benefits or in a non-systematic way
  • 1-4% =0.5: Minor improvements with limited documentation
  • 0% =0: No improvement documented
  • Not tracked/Uncertain=0: No data or impact tracked/observed
Environmental Sustainability
5
Resource Efficiency

Efficient use of energy, water, and materials to reduce waste and consumption.
Scoring Logic:
  • 2: Audited and improved yearly
  • 1: Limited coverage
  • 0: No program or no improvement
6
Carbon Footprint

The greenhouse gas emissions caused directly and indirectly by the organization from operations.
Scoring Logic:
  • 2: Fully tracked annually
  • 1: Planning or partial data collection
  • 0: Not tracked
7
Workplace Initiatives

Employee-driven or organizational sustainability programs engage employees in reducing the environmental impact through everyday actions.
Scoring Logic:
  • 2: Employees generally identify with it and see it as a core company value
  • 1: Some employees identify with it, but it's not a universal culture
  • 0: Employees generally do not identify with this
8
Financial Impact of Environmental Sustainability

The quantifiable financial benefits linked to environmental initiatives.
Organizational Performance
9
Operational Effectiveness

How well the organization executes its core processes to deliver products or services efficiently.
10
Customer Experience

The perception and loyalty a customer has based on their interactions with the organization.
11
Long-term Sustainability

The organization's capacity for innovation and strategic adaptation for future competitiveness.
Scoring Logic:
  • 2: Systematically invests in R&D/innovation, has mechanisms to adapt to market change.
  • 1: Some ad-hoc innovation or occasional strategic adjustments, but not consistent.
  • 0: No significant investment in innovation or adaptation mechanisms.
12
Financial Performance or other KPIs

Profitability, growth, and other standard metrics that indicate the viability of the organization.
Total Score 0 Maximum possible score: 24

What do I do next?

Critical Gaps

If an area is highly relevant to strategy but currently not measured, treat it as a critical gap. Prioritize rapid data collection and short-term monitoring so you can make informed decisions.

Low Priority Items

If an area is currently low priority or not applicable to your context, it is reasonable to allocate resources elsewhere. However, record the rationale and revisit periodically or when conditions change.

Improvement Areas

If an area is strategically important but has low scores, focus on improving it. Start by diagnosing the root causes and designing an action plan with assigned resources, responsible owners, and milestones.

Strengths to Build On

If an area is of high priority and performs well, it indicates strength. Document what works, protect it, and identify ways to scale or share best practices across the organization.

Next Steps

  • 1. Review and discuss.

    Gather your team to review the completed table and identify key patterns and priorities. Your next steps will likely fall into these categories:

  • 2. Proceed to Step 3.

    The output of this step, especially your measurement plans, becomes the direct input for Step 3, where you will set specific targets and review outcomes. Define who will do what and by when to ensure successful implementation.

Ready to Continue?

Save your assessment and proceed to the next step in your improvement journey.