For years, engagement surveys have been the default tool for understanding employee sentiment. They offered structured ways to assess motivation, loyalty, and morale. In many large organisations, engagement scores became a key indicator of culture. But quietly and steadily, a shift is unfolding. Leaders are realising that the old metrics, while useful, no longer capture the full picture of what makes people stay, thrive, or truly belong.
The numbers speak for themselves. Only 36% of employees globally report being genuinely engaged. At the same time, 61% say they experience burnout. Even in companies with strong engagement scores, attrition is rising, trust is fading, and the energy in the room feels off. The reason is clear. Engagement surveys often focus on what people do. But they rarely dig into how people feel.
It is for this reason that many forward-thinking CHROs and CEOs are adopting a new, more human-centric lens. They are moving beyond engagement and beginning to measure involvement, well-being, and ultimately, happiness at work. This shift, increasingly referred to as Culture 2.0, is not about replacing what exists. It is about enhancing it. Making it more intelligent. More reflective. And more relevant to the world of work today.
Involvement is not just about participation. It is about emotional ownership. Are employees involved in shaping outcomes, or are they just carrying out instructions? Do they feel their voice matters? When employees feel genuinely involved, their commitment goes far beyond compliance. It becomes personal.
Well-being has also evolved. It is no longer limited to physical health or access to wellness apps. It now includes emotional safety, psychological trust, the ability to express dissent, and feeling respected in everyday interactions. It is about creating environments where people can speak without fear, work without anxiety, and contribute without constantly looking over their shoulders.
When involvement and well-being come together, they create the conditions for something deeper. A sense of happiness at work. Not superficial perks or momentary highs, but lasting emotional satisfaction. A sense of purpose. The feeling that one matters. And research shows that this is not just good for people. It is good for business.
The Happiness Research Academy, in its 2024 study on India’s urban workforce, found that 70% of employees said they were unhappy at work. 63% cited collaboration challenges. 62% said they did not feel safe speaking up. And 54% were actively considering leaving their jobs. These insights were part of the broader research and diagnostic efforts carried out through initiatives such as Happiest Places to Work®, which has been working with organisations to help them understand and measure happiness as a serious workplace metric.
To be clear, this is not about discarding engagement surveys. They have served organisations well and provided valuable benchmarks. But just as technology evolves, so must the tools we use to understand people. Think of this as a software update. One that retains what worked but makes the experience more intuitive, more meaningful, and more aligned with today’s expectations.
Culture 2.0 is not a rigid model. It is a mindset shift. It acknowledges that employees want more than motivation. They want meaning. They want to feel involved in the purpose of their work. Supported by their environment. Appreciated for who they are, not just what they deliver.
This change also calls for a different kind of listening. Instead of asking, “How satisfied are you with your colleague?” modern surveys are now asking questions like, “In a situation like this, how would you have responded to Gopal?” Even if the response is cautious, the question does something powerful. It makes people think. It prompts self-awareness. It quietly nudges them toward better behaviour. This is what some experts call seeding behaviour. Shaping culture even as you measure it.
And the impact is real. According to Oxford University, happy employees are 13% more productive. Companies ranked in the Work Wellbeing 100 consistently outperform traditional benchmarks like the S&P 500. A study by the Happiness Index shows that employees who feel cared for are 69% less likely to look for another job.
Ron Friedman, workplace psychologist and author of The Best Place to Work, puts it simply. Happy employees are more productive, more creative, and provide better client service. They are less likely to quit or call in sick.
For CEOs and CHROs, the implications are clear. Measuring involvement, well-being, and happiness is not a feel-good initiative. It is a strategic imperative. It affects retention, innovation, collaboration, and leadership effectiveness. It drives reputation, trust, and long-term growth.
In a world where talent is mobile, culture is visible, and expectations are rising, leaders who embrace this shift will not only attract and retain the people who matter. They will create cultures that inspire belief, build loyalty, and unlock true potential.
Culture 2.0 is not the future. It is already here.