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5 © Virgin Pulse 2016. All rights reserved.

STATE OF THE INDUSTRY: WELLBEING, CULTURE AND ENGAGEMENT

January 2017

6

TODAY’S AGENDA

Chris Boyce CEO, Virgin Pulse

Sarah Kimmel VP, Research Workforce Magazine

MEET YOUR VIRGIN PULSE TEAM

•  Wellbeing is a priority and drives engagement

•  Engagement roadblocks and how strategic organizations overcome them for business success

•  Top HR priorities in 2017

7 7

Virgin Pulse partnered with Workforce to conduct the 2017 Workforce State of the Industry: Employee Engagement Survey from Oct 20 – Nov 4, 2016. N=620

•  42% at or above director level

•  42% from organizations with more than 1,000 employees

•  Wide range of industries

•  Both US Based (64%) and Multi-national and Global organizations (37%)

RESEARCH METHODOLOGY

8

Why Prioritize Wellbeing? HELPING EMPLOYEES BUILD DAILY HABITS CENTERED AROUND HEALTHY BEHAVIORS IS THE KEY TO DRIVING SUCCESS AT THE INDIVIDUAL AND ORGANIZATIONAL LEVEL

9

EMPLOYERS THAT RECOGNIZE WELLBEING IS INDIVIDUAL REALIZE GREATER:

•  PROGRAM PARTICIPATION •  EMPLOYEE ENGAGEMENT •  INDIVIDUAL RESULTS •  BUSINESS OUTCOMES

10 10

STRONG AGREEMENT THAT WELLBEING IMPACTS ENGAGEMENT AND BUSINESS OUTCOMES

97% 87%

Agree wellbeing influences employee

engagement

78%

Currently invest or plan to invest in employee

wellbeing as part of their engagement strategy

Organizations state wellbeing is key component of business

strategy

11

Wellbeing is at the core of workplace cultures THE FOCUS ON EMPLOYEE WELLBEING IS SHIFTING FROM OPTIONAL, NICE-TO-HAVE PROGRAMS TO MANDATORY, MISSION-CRITICAL BUSINESS INVESTMENTS

12 12

CULTURE: A PRIMARY MOTIVATION AND PRIORITY IN 2017

95% 79%

Believe culture is important in driving business outcomes

90%

Have or will have specific initiatives in place to address

workplace culture

Take cultural fit into consideration to some degree

during hiring process

13

•  80% of respondents reported that their organization’s HR policies and hiring practices reflect their mission and values statements, putting values first from day one.

•  Globally, organizations are prioritizing furthering their

mission and values as top wellbeing objectives

•  Yet, almost a third of respondents say their organization’s mission and values statements have not been updated in the past five years

GROWING EMPHASIS ON MISSION AND VALUES

14

TOP AREAS OF WELLBEING WITH GREATEST IMPACT ON ENGAGEMENT:

90%

91%

92%

93%

95%

97%

98%

0% 20% 40% 60% 80% 100%

Personal relationships

Sleep

Work productivity

Physical health

Financial concerns

Personal stress

Work stress

15

STRESS AND YOUR BOTTOM LINE:

•  Work-related stress costs U.S. companies $30 billion a year in lost productivity1

•  One in five workers report feeling extremely stressed, mostly due to work or finances2

•  Extremely stressed employees are twice as likely to report poor overall health, leading to increased absenteeism and decreased productivity3

1 Pazzanese, C. “The high price of workplace stress.” Harvard Gazette, 2016. •  2 Lockton Retirement Services, “Finding the Links Between Retirement.” Stress

and Health, 2016. •  3 The well-being pulse survey. Deloitte, 2015.

16

CULTURE IS ALSO A TOP ROADBLOCK TO GREATER ENGAGEMENT 48% OF ORGANIZATIONS SAY RESISTANCE TO CHANGE HINDERS GREATER ENGAGEMENT AND OUTCOMES

17 17

ADDITIONAL ROADBLOCKS TO INCREASING ENGAGEMENT

47% 40%

Budget

30%

Employee adoption/participation

Communication

18

CONSENSUS: ENGAGEMENT IS A PRIORITY BUT DISPARITY IN TACTICS AND RESULTS

•  88% of respondents prioritize increasing employee engagement

•  Currently, one out of six companies do not measure employee engagement at all

•  Top roadblock/challenge yielded just 48% of responses - meaning organizations continue to face various barriers toward achieving organizational buy-in

•  Points to incongruent approaches that do not effectively move the needle

19

STRATEGIC ENGAGEMENT MODEL 17%

24%

16%

16%

19%

10%

How developed are your organization’s employee engagement programs?

Not started

Initial stages

Established goals and mapped to strategy/mission Basic programs in place

Targeted programs in place but not holistic Integrated programs in place

Mature organizations, categorized as strategic organizations, with programs in place to meet specific needs, such as employee wellbeing, or an integrated approach to wellbeing and engagement to drive business results, are the top 29% of respondents.

20 20

ROADBLOCKS BY MATURITY Strategic organizations are less likely to face roadblocks compared to less mature organizations in key areas, such as:

•  Budget

•  Cultural resistance

•  Leadership buy-in

17%

38%

48%

41%

39%

23%

34%

41%

51%

58%

0% 10% 20% 30% 40% 50% 60% 70%

Leadership buy-in

HR resources

Employee adaption/participation

Organizational culture

Budget

Challenges/Roadblocks to increasing employee engagement (by maturity)

Beginners Strategic

-29% Strategic organizations are 29% less likely to face budgeting roadblocks for engagement programs

21 21

MEASUREMENT

Strategic organizations are more likely to measure through multiple channels:

•  Annual engagement surveys

•  Retention/attrition data

•  Annual reviews

•  Employee productivity data

19%

42%

45%

42%

24%

46%

59%

78%

0% 20% 40% 60% 80%

Employee productivity data

Annual employee review process

Employee retention/attrition data

Annual engagement surveys

How organizations measure employee engagement (by maturity)

Strategic Beginners

+36% Strategic organizations are 36% more likely to use standardized surveys

22 22

OUTCOMES Strategic organizations realize better results from engagement efforts:

•  Increased employee satisfaction

•  Improvements in workplace culture

•  Increased total employee wellbeing

•  Increased employee retention

38%

34%

24%

35%

36%

41%

49%

56%

65%

74%

0% 20% 40% 60% 80%

Productivity

Retention

Total wellbeing

Organizational culture

Employee satisfaction

Outcomes experienced from efforts to improve employee engagement (by maturity)

Strategic Beginners

+38% Strategic organizations show 38% increase in reported higher employee satisfaction

23

CONCLUSION

24 24

PRIORITIES Organizations plan to focus on: •  Recruitment/retention •  Employee communications

•  Employee engagement •  Employee wellbeing

83%

84%

86%

86%

87%

92%

93%

95%

96%

96%

0% 20% 40% 60% 80% 100%

HR impact on productivity

Integrating program/benefits

Benefits ROI

Administrative burden

Grow technology

Organization culture

Employee wellbeing

Employee engagement

Employee communication

Recruitment/retention

Top HR Initiatives for 2017

96% Organizations say recruitment/retention is a top priority for 2017

25

EMPLOYEE WELLBEING, CULTURE AND ENGAGEMENT ARE CLOSELY INTERCONNECTED

26 26

•  Employee wellbeing is not an option – it’s a key component to improving an organization’s bottom line.

•  Organizations with more advanced approaches to wellbeing and engagement are more likely to use metrics to ensure program effectiveness, and realize fewer barriers and greater outcomes.

•  By investing in employee wellbeing as the foundation to improve culture and engagement, organizations can expect positive outcomes.

CONCLUSION

27

QUESTIONS?

Interested in learning more? Access related content such as:

•  Building the Business Case for Wellbeing •  Creating a Culture of Wellbeing •  ROI vs VOI: How Wellbeing is a True

Differentiator Visit www.virginpulse.com/resources

28

THANK YOU

- Sir Richard Branson, Founder, Virgin Group

“Employees come first. If you take care of your employees, they will take care of your clients.”

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