Separate use, experience and outcomes
Choose a period and define the eligible population before calculating a percentage. For small pilots, simple transparent counts may be more useful than a complex score. Report missing data and avoid comparisons between groups with very different opportunities to attend.
| Measure | Definition | Important limit |
|---|---|---|
| Reach | Unique attendees / eligible people | Eligibility does not guarantee feasible access. |
| Registration conversion | Unique attendees who registered / unique registrants | Use the same period and population. |
| Repeat use | People attending twice or more / people attending at least once | Late joiners have less opportunity. |
| Session attendance | Attended reservations / booked reservations | Do not mix unbooked broadcast views into the denominator. |
| Feedback | Question, scale, response count and response rate | Respondents may not represent everybody. |
| Cost per attendance | Total relevant cost / total attendances | This is a cost measure, not ROI. |
Make a small report readable
For example, an illustrative pilot might have 50 eligible people, 20 unique attendees and 80 attendances. Those are three different quantities. If 12 of the 20 attendees respond to a survey, say that explicitly; do not describe their responses as the opinion of all 50 employees.
Compare participation with the actual schedule. If one shift had no accessible session, its low attendance says little about interest in the activity. Keep format and time-window information alongside counts.
Avoid turning wellbeing into surveillance
Decide what the employer needs to know before collecting information. Aggregate planning data may be enough. Do not add medical details or individual productivity scoring to a movement pilot simply because a tool can collect them.
Explain who sees attendance, feedback and recordings. Small-group summaries can still identify individuals. Publish the real access and retention arrangements, and review them when the service changes.
Use results to make the next decision
Ask whether the format was feasible, whether people chose to return, what barriers remained and how much administration was needed. Then decide whether to continue, change or stop.
The employer inquiry information collected by BarreWorkout describes preferences. It is not attendance, confirmed demand, a reservation or evidence of health benefits. Keep those stages separate when planning the first classes.
Work through the numbers before reporting them
Take the same fictional group of 50 eligible employees and 20 unique attendees. Reach is 20 ÷ 50, or 40%. If 12 people attend at least twice, repeat use is 12 ÷ 20, or 60%.
If total relevant cost is $1,400 and there are 80 attendances, cost per attendance is $17.50. Cost per unique participant is $70. These figures answer different budget questions.
A short review might read: “The format reached 20 people; 12 returned. Joining worked, but the late shift had no feasible slot. We will test a second time before increasing frequency.”
Include the staff effort needed to run the pilot
Record setup and administration time alongside fees, total attendances, unique participants, repeat participation and voluntary feedback. Use those observations to judge whether the format fits the organization. Small attendance changes do not establish productivity improvements or medical savings.
Sources and scope
General information for employer planning. Provider descriptions are their own published offerings, not independent performance ratings. No named medical review or product test is implied.
- Song and Baicker: workplace wellness randomized trial — Primary randomized trial, 2019
- Business Group on Health: 2025 employer well-being survey — Employer survey
Make the next decision
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