beyond wellness: a new paradigm in engagement tied to
TRANSCRIPT
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Beyond Wellness: A New Paradigm in Engagement
Tied to Business Results
Gary Gustafson, CEBSDivisional Vice President
LimeadeMerrimack, New Hampshire
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TOPICS
• Traditional Wellness's Failure
• Well-Being and Engagement
• Drivers of Well-Being
• Engagement and Business Results
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A NEW PARADIGM
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HAVE YOU EVER LAUNCHED A PROGRAM BECAUSE YOU CARE ABOUT YOUR PEOPLE. . .
BUT IT SENT A DIFFERENT MESSAGE?
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WE HAVE TO CHANGE THE WAY WE WORK
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GREAT COMPANIES
When employees have well-being in their lives, they are more engaged.
More engaged employees mean better business results.
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ENGAGEMENT IS A DEEP CONNECTION AND SENSE OF PURPOSE AT WORK THAT CREATES EXTRA ENERGY AND COMMITMENT
ENGAGEMENT BENEFITS THE EMPLOYEE AND THE EMPLOYER
10A-7
Potential revenue increase for every 1% increase in engagement for the average Fortune 500 company (1% increase in engagement = .6% revenue increase, Aon Hewitt 2017)
1% $150M
WHY THIS MATTERS
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WELL-BEING DRIVES ENGAGEMENT
Companies inspire commitment and elevate culture by investing in well-being which in turn drives engagement.
2016 Well-Being and Engagement Report (Limeade/Quantum Workplace)
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Improve physical, emotional, financial and work well-being
Connect with peers, managers, teams, leaders and company strategy
Leverage every company capability and program
AN IMMERSIVE EXPERIENCE
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When employees feel their employer cares about their well-being, they’re
38%MOREENGAGED
Quantum Workplace & Limeade, 2015
who feel they have a higher well-being & org support recommend company as a great place to work
99%
Quantum Workplace & Limeade, 2016
Quantum Workplace & Limeade, 2016
of employees with high well-being and org support are less likely to leave
91%
WELL-BEING + ORG SUPPORT
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EMPLOYEE EXPERIENCE MATURITY MODEL
HR silos running top-down“do this, get that” programs
More coordinated, frequent, positive and data-driven
Integrated, real-timeapproach at multiple
company levels
Fully immersive employee experience
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4
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LOCAL SUPPORT
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ORGANIZATIONAL SUPPORT
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Engagement + well-being indicators, for example:
“I am engaged in my work”“I am energized by my
work”,“I feel valued by my
employer”“I use my greatest strengths”“I am contributing to something that matters”
HOW TO MEASURE REALEMPLOYEE ENGAGEMENT
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Companies with high employee engagement:
HIGHER ENGAGEMENT = BETTER BUSINESS RESULTS
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CASE STUDIES
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CASE STUDY – HEALTH SYSTEM
Employees
26,000
90/Clinics
BACKGROUND
• Check-the-box program
• Medical premium credits
• Lack of self-care
BUSINESS PROBLEM
• Caregiver burn-out Hospitals
13
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Improvement in engagement survey question, “Employer cares about my well-being”
14%
of well-being dimensions improved year-over-year
70%
HIGHER EMPLOYEE ENGAGEMENT DRIVES HIGHER PATIENT SATISFACTION
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CASE STUDY –MANUFACTURING
Employees
17,000BACKGROUND
• Diverse conglomerate
• Rapid growth
• Safety focused
BUSINESS PROBLEMS• Employee engagement
• Cultural disparities
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Increase in program participation
30%
Improvement in its TRIFR safety ratings (91 fewer incidents or $3.5M* in savings)
8%
FOCUSED ON PILLARS OF SAFETY, QUALITY, PERFORMANCE, TRUST
*Based on the National Safety Council average of $38k per incident
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WELL-BEING DRIVES ENGAGEMENT AND REVENUE
2017-2018 ENGAGEMENT SCORE
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CASE STUDY – RETAIL
10 year revenue growth
$22M-45BBACKGROUND• Rapid growth
• Numbers-focused
• “Worst places to work”
BUSINESS PROBLEMS• Dysfunctional culture
• Turnover
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EMPLOYEE ENGAGEMENT
1-3 YEAR-EMPLOYEES WERE MOST ENGAGED
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3+ YEAR-EMPLOYEES BECAME DISENGAGED
EMPLOYEE ENGAGEMENT
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Increase in employees reporting active engagement from 2016-2018
1.6%
Point increase in care and concern from their employer from 2015-2017
14
AWARDED “MOST INCLUSIVE WORKPLACES”
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CONCLUSION
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KEY TAKEAWAYS
• Well-being creates real employee engagement, revenue, productivity, and lower turnover
• Well-being is driven by eight primary drivers
• You can empirically tie well-being and engagement to business results
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THANK YOU
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