a Fortune 500 healthcare manufacturer
Johnson & Johnson
- What was happening
- Stress on frontline teams across several business units was high enough to show up in two places at once: people were absent more often, and more of them were leaving.
- What they did differently
- Five hundred employees went through work on how depletion actually builds, what it does to judgement, and what recovery looks like when it is built into the week rather than saved for after the crisis.
- What changed
- Reported burnout fell 45%, engagement scores rose 32%, and absenteeism dropped 28%. The absenteeism change inside 90 days.