AcuMax creates an environment where people are thriving, not just functioning.
When we talk to our clients about how AcuMax is changing their workplace for the better, we hear more and more stories about benefits that go far beyond what they expected. We’ve come to see these positive transformations as ‘thriving’.
Being happy at work is nice, but thriving is better – and more productive. What does it mean to thrive? Recent research* in both scholarly and business publications suggests that employees who thrive experience a deeper level of engagement, awareness, civility and satisfaction that benefits the employee and the business in a whole host of ways.
Findings indicate thriving employees:
- 32 percent more committed to the organization
- 46 percent more satisfied with their jobs
- Demonstrate 16 percent better overall job performance
- Show 125 percent less burnout than their peers
They also miss much less work and report significantly fewer doctor visits which means health care cost savings and less lost time for the company.
- are more resilient and have more energy
- suffer less from job stress and burn-out
- feel energized about their contribution
- pay attention to how they feel
- actively pursue learning and career development
- enjoy increased general health and well‐being
- are more committed and take initiative
- are genuinely interested in their co-workers
- respect individual differences and qualities
- promote civility
How can you use the AcuMax Index to create a thriving workplace and culture?
Want to know more?
Contact us to learn more of how the AcuMax Index could help your organization and your employees thrive!
The AcuMax Index is the only assessment that measures and reports on human wiring -— helping managers and executives at all levels to hire with confidence and effectively motivate, engage and develop talent.
Harvard Business review: Thriving at Work: Why It’s Important and How to Enable More of It
Porath, C., Spreitzer, G., Gibson, C., & Stevens, F. Thriving at Work: Toward Its Measurement, Construct Validation, and Theoretical Refinement, Journal of Organizational Behavior, 33:2