Companies mainly want to increase productivity with BGM
The goal of employee well-being programs is not motivation, health or loyalty - according to a recent HR study, the focus is solely on improving performance. A few years ago, this was still different.
A dynamic business with potential for success needs productive employees. To ensure that they are happy to perform to their full potential, many employers offer them special well-being and support initiatives. According to the latest Xerox HR Services Study 2016 entitled "Working Well: A Global Survey of Workforce Wellbeing Strategies," such offerings are now in fact almost exclusively about employee productivity. It's worth noting that just two years ago, this goal ranked just fourth - behind increasing staff motivation and loyalty.
"The direct link between well-being and productivity is a significant development," says Philia Swam, Manager of Health, Wellness and Group Benefits at LafargeHolcim, a Xerox Services customer. "When we started to set up relevant programs, the focus was initially on health aspects. There was a discernible increase in interest in prevention. Now, however, a change has obviously taken place - productivity is becoming the focus. And the relevant programs appear to be quite successful: The number of sick days is decreasing."
A positive attitude to life - or "wellbeing" in new German - goes far beyond people's mere state of health and also includes mental, emotional and even financial components. Each of these factors can have a negative impact on employee productivity. In the meantime, many companies have adapted their wellbeing offerings. In doing so, they have also understood that financial hardships can be a clear barrier to productivity. Two-thirds of the study participants see a direct connection here, and half believe it can lead to more frequent absenteeism.
"Fit and productive employees are the fuel and lifeblood of any business," confirms John Gentry, president of Xerox HR Services. "In the past, this approach was more theoretical and speculative - today we have hard facts. They prove the ROI of employees who feel good about themselves."
Establish a feel-good culture
There still seems to be plenty of room for improvement: According to the study, only one-third have a corresponding culture in their company - but 83 percent still want to improve significantly in this area. After all, 74 percent see their programs as a value-enhancing element - not only in terms of productivity, but also in terms of recruiting new employees and employee loyalty.
Those who want to establish a corresponding culture need the support of corporate management. According to the study, this is the case for 52 percent - two years ago, it was 43 percent. The majority of employees are grateful: A full 92 percent are extremely positive about efforts in this direction.
"Everyone is on board - including, and especially, the top management," reports Swam. "Health and safety are at the forefront everywhere. In the process, managers use and evaluate important data that can prove the success of the programs."
Interest in stable financial situation grows
Establishing a culture of well-being addresses individual employees on a very personal level and, if necessary, also includes support in financial matters. For example, almost all participating companies offer retirement benefits (92 percent). In addition, there are offers for more general competence in financial matters (91 percent).
It is precisely the latter programs that are currently becoming increasingly common. For example, 24 percent have had something of this kind on offer for a maximum of one year, while a further 39 percent have had it for two years or more.
"Employers undoubtedly recognize the value of a 'wellbeing' culture. But they also see difficulties - for example, different cultures in different locations, different regulatory frameworks, and the lack of an overall strategy to address them," Gentry comments. "Experience shows that this is less of an issue with global finance strategies - so this aspect of 'wellbeing' in particular will be much easier to implement at an international level."
Evaluation
While only 36 percent measure specific results, three-quarters are still convinced that their programs have produced positive to very positive results - in terms of employee engagement and morale, but also in terms of corporate image, attractiveness as an employer, and workforce performance.
About the study
The Xerox HR Services study "Working Well: A Global Survey of Workforce Wellbeing Strategies" is conducted every two years and uses data from a total of 428 companies in 33 countries. It covers many "wellbeing"-relevant areas - such as strategic considerations, financial aspects, communication and culture, and the effectiveness of wellbeing offerings. The study was completed in August 2016.
Source: Xerox HR
