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Section 01 of 03

Benefits and Reward

How well your current benefits package serves the genuine financial needs of your workforce, and how effectively employees engage with it.

Question 1 of 15When did you last conduct a structured review of your employee benefits package, assessing both cost and employee value?

We have never formally reviewed our benefits More than three years ago Within the last one to three years We review benefits annually with clear metrics on usage and impact

Question 2 of 15How well do your employees understand and actively use the benefits available to them?

Most employees are unaware of what is available Some awareness, but engagement is low and inconsistent Good awareness and reasonable engagement across the team High engagement, employees actively value and use their benefits

Question 3 of 15Does your benefits package include financial wellbeing provisions, such as salary advance, debt support, savings schemes, or financial coaching?

None, our benefits are limited to standard statutory provisions We are considering adding financial wellbeing provisions One or two provisions are in place but not consistently communicated A comprehensive suite of financial wellbeing tools is available and well used

Question 4 of 15How well do your benefits support employees at different life stages, from those starting out financially, through to those approaching retirement?

We have not considered life stage relevance in our benefits design Benefits are largely one-size-fits-all with limited flexibility Some flexibility exists, but life stage relevance is not explicit Benefits are designed and communicated with life stage relevance at the centre

Question 5 of 15Do you have a structured reward or recognition programme that connects to performance, values, or key milestones?

Recognition is ad hoc and largely informal We have some structure, but it is inconsistently applied A structured programme exists and is reasonably embedded Recognition is deeply embedded in our culture and clearly linked to performance

Section 02 of 03

People and Leadership

How your organisation develops its people, supports financial confidence, and whether leadership treats people investment as a commercial driver.

Question 6 of 15Do you have any insight into the level of financial stress within your workforce, and its impact on productivity, absence, or engagement?

We have no visibility of financial stress in our workforce We are aware it is a likely issue but have not measured it We have conducted surveys or informal conversations to understand the picture We formally measure financial stress and track its impact on business performance

Question 7 of 15Does your organisation provide financial education, such as workshops, webinars, or written guides, on topics relevant to your employees' lives?

We provide no financial education of any kind Occasional, unstructured content is shared but not as a programme We run periodic sessions, though not consistently planned or evaluated A structured, regular financial education programme is in place and well attended

Question 8 of 15Do your employees have access to a qualified, regulated financial adviser as a workplace benefit, for individual guidance on pensions, savings, or financial planning?

No, employees must source financial advice entirely independently We signpost employees to external resources but provide no direct access Informal access exists through a known contact, but it is not a structured benefit Regulated financial advice is a formal workplace benefit available to all employees

Question 9 of 15How confident are you that your employees genuinely understand their pension, including what they are contributing, what they will receive, and how to optimise it?

Most employees have very little understanding of their pension position Basic information is provided at onboarding, but ongoing engagement is low We provide regular pension communications and encourage active engagement Employees receive structured guidance and individual support to understand and optimise their pension

Question 10 of 15Have you ever calculated, even informally, the financial cost to your business of employee financial stress (through absenteeism, presenteeism, or turnover)?

This has never been considered or discussed We know it is a cost but have not attempted to quantify it We have made rough estimates and believe the cost is significant We have formally measured the cost and use this to inform investment in employee support

Section 03 of 03

Performance and Culture

Whether performance improvement is a strategic priority in your organisation, and how leadership connects people investment to commercial outcomes.

Question 11 of 15Is improving business performance through your people, including leadership, wellbeing, benefits and culture, an active strategic priority in your organisation?

Performance through people is not yet a strategic priority It is acknowledged occasionally but has no formal place in our strategy It is on our agenda and beginning to be embedded in our approach It is central to our people strategy and championed by leadership

Question 12 of 15How engaged is your senior leadership team in people performance, treating leadership development, wellbeing and culture as direct drivers of commercial outcomes, not just HR responsibilities?

There is no leadership awareness or appetite on this topic Some leaders are personally aware but it is not a business priority Leadership is supportive and beginning to connect people investment to business outcomes There is a board-level champion and people performance is treated as a commercial lever

Question 13 of 15What is your current employee retention picture, and to what degree do you believe performance, engagement and wellbeing play a role in voluntary departures?

Turnover is high and we have not explored the underlying causes We suspect engagement and wellbeing contribute but have not acted on it We are actively addressing the link between performance, engagement and retention Retention is strong and our performance and culture programmes are a recognised reason people stay

Question 14 of 15Do you measure or track Return on Employee Investment, understanding what your total people cost delivers in terms of output, engagement, and commercial performance?

We do not measure ROEI or think in these terms We track some people metrics but not in a commercial ROEI framework We are beginning to connect people investment to commercial outcomes ROEI is formally measured, reported to leadership, and informs people strategy decisions

Question 15 of 15What is your primary motivation for exploring business performance improvement at this stage?

Retention, we are losing people and want to understand why Recruitment, we need to improve our proposition to attract better talent Leadership and culture, we want to build a stronger, higher-performing team Commercial performance, we want measurable improvements in productivity and business outcomes

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Where this fits in the Aetas Workplace System

The Performance Diagnostic is your first look at Stage 1, an early measure of where value may be lost, before a full Workplace Review.

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