Question 3 of 5
How manageable is your current workload?
Very manageable
Sometimes manageable
Unmanageable
Why: Unmanageable workload is a primary driver of fatigue and psychological injury
Five short questions, delivered by SMS, once a week. Opens on any phone. Takes less than 2 minutes.
Employees receive a text message with a link. No app to download, no login required. Each question has three simple response options and a short explanation of why that question matters. A progress bar shows where they are. It is designed to be the lowest-friction check-in possible — so participation stays consistent and the signal stays reliable.
How are you feeling about work this week?
Why: Captures the earliest signs of strain, disengagement or frustration
How clear are you on your priorities and what's expected of you?
Why: Unclear expectations create confusion, rework and stress
How manageable is your current workload?
Why: Unmanageable workload is a primary driver of fatigue and psychological injury
How comfortable do you feel speaking up about concerns or ideas?
Why: Low comfort results in risks staying hidden and incidents becoming more likely
How supported do you feel by your immediate leadership?
Why: Poor support amplifies every other risk factor
Less than 2 minutes · Completely confidential
Example triggers:
Sentiment
"Not great — I'm struggling"
Workload
"Unsustainable"
Safety
"Don't feel safe raising issues"
Support
"Not supported"
Response indicates distress
Support path activates instantly
Employee chooses
The employee selects who they want to contact them — HR, EAP, Lifeline, Beyond Blue, SafeWork Australia or a nominated contact — and specifies how and when they want to be reached.
Support person notified
With employee's preferred contact method
Employee driven
Employees choose who, how and when to be contacted
Immediate
Activates the moment distress is indicated
Compliance-ready
Full audit trail for WHS obligations
Mobile numbers are used solely to deliver the survey link and are permanently deleted once sent. Responses are collected against a random system-generated identifier — not a name or number. It is not technically possible for the system to reconnect a response to an individual.
Research consistently shows that employees in psychologically safe, well-supported workplaces report higher job satisfaction, stronger team cohesion and lower rates of burnout. The organisational evidence is equally clear — engaged teams show measurably lower absenteeism, reduced turnover, fewer safety incidents and higher productivity.
Lower psychosocial risk
Aligned to ISO 45003 and Safe Work Australia
Higher team stability
Reduced stressors, lower churn
Better leadership decisions
Evidence instead of guesswork
Early warning
Emerging issues surfaced before they escalate
The evidence on what engaged, psychologically safe workplaces deliver is unambiguous. The only question is whether your organisation has the visibility to get there.
No individual responses are stored. No individual results are visible to anyone. Everything submitted is fully de-identified and aggregated before it reaches any dashboard or report. An employee's direct manager never sees their individual responses. Trends across teams are available only to nominated leaders in the business. Beacon was built so employees can share honestly — without fear.
Beacon gives leaders the visibility to respond early. The organisations that see the greatest benefit are those that treat the index as a prompt for conversation — not just a number to monitor.
Each of the five Beacon questions targets a core, evidence-supported driver of psychological safety and performance. The design is grounded in organisational psychology, psychosocial risk research and behavioural science. Short, frequent check-ins capture leading indicators of workplace strain long before traditional surveys or incident data reveal a problem. Beacon's questions align with internationally recognised psychosocial risk domains including ISO 45003 and Safe Work Australia guidance material.
"Happiness leads to success — not the other way around."
— Arthur C. Brooks, Harvard School of Business