What’s the 2018 state of health and well-being programmes? We studied this, together with CoreNet Global, as part of our new ISS 2020 Vision Capstone White Book: The Future of Work, Workforce and Workplace. See the findings below!
The workplace is a critical part of the physiological and psychological performance of end-users. Towards 2020 and beyond, the workplace needs to better support the more diverse requirements of knowledge employees, strike a balance between collaboration and focus work, and offer a healthy working environment.
Workplaces that can strike this balance will be critical for organizational success and indispensable for attracting and retaining talent, improve employee experiences and engagement.
Health and well-being programmes can strike the balance
For the respondents of the new ISS and CoreNet Global Health & Well-being Survey (2017) health and well-being, programmes make up the optimal solutions to realize that exact balance.
When asked, which factors that best describe the motivation for their health and well-being agenda, 33.3% were motivated by talent attraction and retention, for 20% a reduction in absenteeism by enhancing employee well-being made up a critical component and 24.7% were driven by improving profitability through enhanced productivity.
Health and well-being programmes add to the bottom line
Our study indicates that this motivation also gets realized in practice. Our respondents state that those programmes deliver great results in terms of employee satisfaction, motivation, engagement and wellbeing and are on the rise.
Also, Gallup found that employees that score highly on the well-being index are more likely to report higher engagement. Compared with employees who have high engagement but exhibit low levels of well-being, those who both have high engagement and high well-being, are 30 percent more likely not to miss any workdays because of poor health in any given month.
Nevertheless, employees that are engaged and have high well-being are 45 percent more likely to report high-level of adaptability in the presence of change, 29 percent less likely to look for a job with a different organization in the next 12 months, and 18 percent less likely to change employers in a 12- month period.
Engagement and well-being reinforce one another, and employers miss important opportunities by either ignoring well-being or focusing on physical wellness programs alone.
Facility Managers the responsibility for clear measures
To work with health and well-being programmes effectively, companies need to make sure to have the right measurements in place and a resource that continuously can optimize on the efforts made. Shifting the focus from the building to the users, Facility Managers sit in a perfect position to take on the health and well-being responsibility.
Taking on this role, Facility Managers must identify which initiatives that would make the single-biggest emotional difference for the building occupants at what touch points as well as set up the right benchmarks and metrics to measure the before and after impact.