St. Gallen Inclusion Index
Together with MindStep AG (now part of the Health & Medical Service AG), we developed the "St. Gallen Inclusion Index" (SGII) based on recognized scientific scales and methods. The SGII assesses workplace inclusion across four key dimensions: "Belongingness" (Do employees feel like a valued part of their team?), "Authenticity" (Can employees be their true selves at work?), "Equal Opportunities" (Are all employees treated fairly?), and "Synergy" (Are different ideas and opinions actively encouraged, discussed, and implemented?). As part of an inclusion barometer, we use the SGII not only to assess the current state of inclusion in companies but also to track progress over time, enabling a reliable evaluation of inclusion initiatives. In doing so, we not only consider the four inclusion dimensions of the SGII but also examine the broader work environment (e.g., leadership) and its effects (e.g., health, innovation, and performance).
Inclusion Champions Switzerland
Inclusion Champions Switzerland (ICS) was a project funded by the Federal Office for the Equality of Persons with Disabilities. From early 2020 to late 2023, we collaborated with ABB, Hitachi Energy, Novartis, and Swiss Post to develop and empirically test evidence-based measures for the professional inclusion of people with disabilities. In many of the partner companies, we began by conducting status quo analyses, using the St. Gallen Inclusion Index to assess perceived inclusion. Based on these insights, we developed and tested targeted interventions to enhance the climate of inclusion. These included the following:
Inclusion of employees with disabilities
The banking sector still has significant progress to make in terms of including people with disabilities. In response, KfW Development Bank has set the goal of becoming a more attractive employer for individuals with disabilities and increasing their employment rate. In collaboration with us, KfW launched a research project in October 2024 focused on three key areas: accessible travel for employees with disabilities, the opportunities and risks of disclosing a disability in the workplace, and the career development of individuals with disabilities. Through systematic literature reviews, extensive interviews with key stakeholders, industry comparisons, and best practice analyses, we are gaining valuable insights and developing actionable recommendations for KfW.
Inclusion Journey
Perceived inclusion – characterized by a simultaneous sense of authenticity and belonging – has been shown to enhance innovative capacity, improve health, and foster stronger organisational commitment, all of which are particularly crucial in the context of the "Great Resignation." While the impact of inclusion is relatively well researched, there is a lack of studies focusing on the emergence and specific “triggers” of inclusion. As part of the Inclusion Journey, a pioneering consortium project, we are exploring this question by investigating which specific experiences lead employees to develop a sense of inclusion. In addition to analysing tenured employees, a key focus is on individuals during the onboarding process. By leveraging unique survey and behavioural data, we identify mechanisms that provide a deeper understanding of employees’ inclusion experiences, thus making a significant contribution to inclusion research. The project aims to offer practical recommendations for organisations to positively shape their employees’ inclusion from day one.
SafeSpace
Over 75% of disabilities are invisible, presenting significant challenges for individuals in the workplace. One of the key dilemmas they face is whether to disclose their disability. While only disclosed disabilities can receive workplace accommodations, there is also a risk of disability-related stigma and potential career setbacks. In 2022, we launched the SafeSpace project in collaboration with the EnableMe foundation. This digital platform serves as a safe space for employees with invisible disabilities, offering anonymous information, easy access to support services, and evidence-based guidance to help them decide whether or not to disclose their disability. Additionally, we want to help companies become more inclusive. By analysing anonymous and aggregated data from the SafeSpace tool, we can assess the status of employees with invisible disabilities and the overall inclusion climate within the organisation. This data forms the foundation for evidence-based recommen-dations aimed at creating a more inclusive work environment for all employees. Click here to learn more about the project.
Disability Voice
In this project, funded by the HSG Basic Research Fund, we are investigating how people with disa-bilities actively shape their inclusion in the workplace. While organisations and leaders must do their parts to create an inclusive work environment, employees with disabilities are often the experts on their own needs and what works best for them. Their perspectives, ideas, and experiences – referred to as "disability voice" – are essential and must be heard to ensure meaningful and effective inclusion. In this project, we explore how disability voice can shape inclusion, influence the work environment, and impact work outcomes. The project is led by Dr Louisa Riess, who was granted with an International Postdoctoral Fellowship from the HSG's Basic Research Fund for this project.
Health-focused leadership
Managers play a pivotal role not only in fostering inclusion but also in promoting employee wellbe-ing within organisations. Based on years of research with various partner organisations, including ABB, AUDI, and SVA Zurich, we developed the concept of health-focused leadership (HFL). HFL goes beyond simply reacting to employee health issues – it is also about actively preventing them. We support managers in using both preventive and intervention strategies to promote long-term employee health and productivity. This includes proactive workload and task planning, including mindful alignment with employees’ energy levels (prevention), and early implementation of work-place adjustments in cases of chronic illness (intervention). This approach supports both physical and mental wellbeing. Our research shows that such leadership behaviours are effective and easily trainable. For example, in collaboration with SVA Zurich, we demonstrated that training managers in HFL significantly improved job retention for employees with mental health conditions. You can find more information in this video.
Social health@work
Our working world is becoming increasingly complex, interconnected, and digital – an evolution that the pandemic has significantly accelerated, making mobile and hybrid work the new normal. This poses questions and challenges for companies: What opportunities and risks do these changes entail? How can work be designed to actively promote health in the face of these changing conditions? Together with the German health insurance BARMER, we have examined the effects of this new working environment on employees in the population-representative longitudinal study “social health@work”. The study focused on the often-overlooked aspect of social health – a concept that describes a state of social well-being in the workplace, where individuals cultivate healthy behaviours and relationships and leverage them for personal and professional benefit. Over a period of three and a half years (from July 2020 to January 2024), approximately 8,000 employees participated in a biannual survey conducted across eight waves. The findings offer valuable insights into key elements of healthy work design.
Team rules for flexible collaboration
In response to the changes in the working world caused by COVID-19, AUDI launched the “Mobil & vor Ort” (“Remote & In the Office”) project. The initiative aimed to develop an effective hybrid working model that accommodates the diverse needs of teams in terms of flexible working hours and locations. At the heart of the project was the development and scientific evaluation of a workshop concept designed to empower teams to find rules for their hybrid collaboration. Its impact was assessed through a randomized, controlled longitudinal study involving 109 teams and over 1,500 employees at AUDI. The results speak for themselves: teams that participated in the workshop showed a significant improvement in performance and mental health. This led to a significant increase in high-performing teams and a reduction in emotional exhaustion. These positive effects also persisted in the long term. The project formed a fundamental cornerstone of AUDI's Hybrid Work Policy, helping to establish the company as an industry pioneer. The project’s impact was recognized with third place in the NWX New Work Award and the prestigious Impact Award from the University of St. Gallen. Discover more about the project in this video.