The foundational model

The Job Demands-Resources (JD-R) Model is a highly esteemed scientific model developed by researcher Wilmar Schaufeli and others. This model divides working conditions into two primary categories: job demands (stressors), which are physical and emotional challenges encountered in the role, and job resources (energy sources), the supportive factors that aid in stress reduction and goal attainment. Moreover, personal factors and leadership play a mediating role in the relationship between these categories, meaning that they have a direct impact on how these stressors and energy resources relate to each other.

Personal factors refer to individual characteristics, traits, and experiences that influence how individuals perceive and respond to these stressors and energy sources. These factors can include personality traits, coping strategies, self-efficacy, and work-related attitudes. In addition, effective leaders provide support and guidance and promote resources such as autonomy and social support, which contribute to reduced stress levels.

In circumstances where stressors are high and energy sources are low, stress and burnout become prevalent. However, by enhancing energy sources, the negative impact of demanding job conditions can be mitigated, fostering motivation and work engagement. In other words: it is all about a healthy balance.

Work situation
Personal Factors
Energy sources
Energy levels
Work engagement

- Healthier work habits
- Optimal performance
- Vitality- Productivity
- Job satisfaction
- Engagement

- Unhealthy work habits
- Subpar performance
- Exhaustion
- Decreased productivity
- Job dissatisfaction
- Employee turnover

The binqy method

Balancing work and well-being

In collaboration with our partners Wilmar & Elco Schaufeli, the Binqy Method was developed, based on the Job Demands-Resources Model (JD-R Model). The Binqy Method measures the elements used in the JD-R model in an innovative, easier and more effective way.

What usually takes a serious effort from your employees, is now possible in only 20 seconds per survey on a weekly basis, allowing for:

Reliable longitudinal data

Real-time insights into employee well-being, engagement levels, and other relevant factors. By capturing feedback on a regular basis, organizations can identify trends and respond to issues promptly, leading to more timely interventions and improvements.

Agility and responsiveness

Traditional annual surveys fail to capture the dynamic nature of organizational environments. Weekly pulse surveys allow organizations to adapt and respond swiftly to changing circumstances and emerging challenges. Which enables them to make necessary adjustments to enhance employee satisfaction and productivity.

Reduced survey fatigue

Lengthy annual surveys can be overwhelming and lead to survey fatigue among employees. When long surveys are conducted frequently, employees may feel burdened by the volume of questions or lose interest in providing thoughtful and honest responses. Shorter surveys are more manageable, reducing the likelihood of survey fatigue and increasing overall participation rates.

Employee engagement

By providing employees with a regular platform to share their feedback, organizations foster a culture of engagement and empower employees to actively participate in shaping their work environment. This, in turn, will enhance employee morale and job satisfaction.

Continuous improvement

Weekly pulse surveys facilitate a continuous improvement mindset within organizations. By collecting feedback and insights on an ongoing basis, organizations can track progress, evaluate the impact of implemented changes, and identify areas for further improvement. This iterative approach allows for ongoing refinements and ensures that the organization remains responsive to employee needs and expectations.

Actionable insights

Weekly pulse surveys generate more focused and specific data due to their shorter format. The narrower scope of questions allows organizations to gather precise feedback on particular areas of interest, such as team collaboration, managerial effectiveness, or well-being levels.

The Method Explained

What Binqy investigates within your organization

Binqy’s method investigates the balance between the following three main categories: Stressors, Energy Sources, and Personal Factors. The figure below gives a rough overview of the many subjects that Binqy will measure for you!


Time pressure

- Work pressure
- Underload
- Work/life balance

Organisational factors

- Job insecurity
- Undesirable behaviour

Type of work

- Social isolation
- Mental and physical strain

Energy sources

Organisational factors

- Inspiring leadership
- Role clarity
- Trust in leadership


- Appreciation
- Support of supervisor
- Support of colleagues


- Performance feedback
- Learning and development


- Autonomy
- Meaningful work
- Use of skills
- Variety

Personal factors

Individual factors

- Resilience
- Flexibility
- Ability to recover
- Setting boundaries


- Engagement
- Burn-out symptoms
- General health
- Job satisfaction


- Turnover intention
- Work capacity


- Anxiety
- Sleep problems

The Binqy Balance

Test here how certain energy sources, stressors and personal factors can affect your energy levels
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Partnered Universities

Built using experience from

Ku Leaven
Utrecht University
VU Amsterdam
Universiteit van Amsterdam
Univesiteit Leiden

Say hello to a happier and healthier workforce

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