All types of organizations are prioritizing employee wellness. This is becoming more important because of things like the COVID-19 pandemic, which made employees expect more help from their employers.
Hybrid working has blurred the lines between home and office. With workers deciding whether or not to stay with their companies and many quitting because they’ve had enough, health and wellness are becoming important factors to think about when hiring new employees and keeping your best ones.
Towergate Health surveyed 500 HR decision-makers in the UK and found that 42% think that helping staff with their health and well-being is a big reason why people stay with their company, and 26% say that helping with mental health has become more important.
Nearly a third said it’s a crucial reason why people choose to work with them, and nearly one in five said not delivering enough health and wellness assistance affects their capacity to recruit and retain workers.
According to a YouGov (market research company) study, there’s a big difference between what businesses think they’re delivering and what employees consider relevant.
87% of companies offer health and wellness services to their employees, but only 11% of employees think this is important.
Many companies don’t offer health and wellness services that meet the needs of their employees and don’t use outside occupational service providers. Nearly 50% have no formal plan and behave ad hoc.
Wellbeing is personal because it can be affected by money, material circumstances, day-to-day feelings (like happiness, joy, and contentment), meeting needs (like feeling safe, secure, and connected to others), and personal resources (like health, resilience, optimism, and self-esteem).
A new study from the National Forum for Health and Wellbeing at Work says that it is important for an organization’s success to keep track of and evaluate people’s feelings about their wellbeing. Growing research shows a link between wellness trends and corporate outcomes like employee retention, sickness, and presenteeism.
Happier workers with autonomy, direct decision-making development, and manager support will increase organizational performance.
How do you quantify happiness? The report suggests asking specific questions in employee surveys to build international well-being indices. How happy were you yesterday? How anxious? How satisfied are you with your life?
Health, relationships, security, environment, and purpose all contribute to wellbeing.
Health (including mental health support) and job relationships are the most crucial. This backs up what was said before about how bad managers were one of the main reasons people looked for new jobs. If managers start by nurturing connections with the team, then trust and performance will improve.
Companies must not only take employee welfare seriously but also measure it effectively to improve it over time using evidence-based treatments.
When it comes to PK productivity, there doesn’t seem to be much focus on poor employee health, which can affect how well an organization does its job.
If public and private sector managers take this issue more seriously, engagement, absenteeism, and working practices will improve, and worker welfare will raise PK productivity.