50%
high sleep disturbances
One in two reports disturbed sleep. Sleep is the strongest single predictor of next-day energy and at the same time the least measured.
Measures to improve sleep quality are the most effective first intervention.
Practice data
What happens when a large company makes its energy state visible?
Anonymised practice survey in a large German company.
28.2%
repeatedly absent due to illness
More than a quarter of the workforce was repeatedly absent due to illness. Costs per absence day average €124 across industries; the actual follow-on costs are often significantly higher.
Review absences by team and period, not only as a single total figure.
14.4%
tense / nervous
One in seven employees describes themselves as permanently tense or nervous. An early indicator that does not show up in the average employee satisfaction score.
Review workload levels and recovery windows together, not in isolation.
5.7%
constantly high irritability
Irritability is the most socially visible signal of declining energy. Small groups with high values show where leadership and work organization need to act.
Evaluate at team level rather than overall score: distribution matters, not the average.
25%
persistently low mood
One quarter reports a low mood over weeks. Not a diagnosis, but a clear indication that structural strain is at play, not only individual disposition.
Examine sources of strain in work organization and leadership, not only individual resilience.
35.5%
poor physical condition
More than one third rate their own physical condition as poor. Physical and mental energy correlate clearly in the data.
Prioritize health offerings based on the actual distribution.
26.1%
unrestorative sleep / afternoon slump
More than a quarter start the day unrested or fall into a deep energy low at midday. Direct impact on error rates, decision quality, and collaboration.
Establish work rhythm and recovery windows as a leadership topic.
16.1%
low commitment
Low commitment at this scale is an early indicator of quiet quitting. Visible before it shows up in turnover figures.
Track commitment trends over time rather than measuring once.
Context
These are self-reported data from one company. The results are not transferable to all industries.
- Aggregated evaluation at team and location level
- No conclusions about individuals possible
- Several measurement points
Interested in a comparable analysis?
Whether these patterns also show in your organization can only be found through measurement. Let us talk about what a survey in your company could look like.
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