A wellness program without measurement is a blind expense. The credible way to demonstrate return is with a recognized, verifiable methodology, not with impressions.
The backbone: the Kirkpatrick model
Donald Kirkpatrick's model (1959) is the standard for evaluating training and development programs. It organizes measurement into four sequential levels: reaction (satisfaction), learning (knowledge gained), behavior (sustained habit changes), and results (effect on the organization).
The validated instruments
On top of that foundation, recognized tools are applied anonymously and in aggregate: the WHO-5 (World Health Organization Well-Being Index), the Perceived Stress Scale (PSS, Cohen et al., 1983), the Gallup Q12 (employee engagement), and the OCAI (Organizational Culture Assessment Instrument, Cameron and Quinn). These are measured at the start and end of the cycle to track change.
What the company receives
A report with participation, wellness, and climate scorecards that translates the garden into comparable data. All handled ethically: individual results are voluntary and confidential; the company receives aggregated reporting.
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Sources
Kirkpatrick, D. L. (1959); WHO-5 (WHO); Cohen, S. et al. (1983), Perceived Stress Scale; Gallup Q12; Cameron & Quinn, OCAI.