FEATURE INSIGHT
Jerome Smail, freelance journalist, reveals developments confirming that workforce wellbeing is increasingly viewed by employers and employees as important Workforce wellbeing
A ny business leader will tell you the health and wellbeing of the workforce is essential to the success of their organisation. But how many companies actually do something worthwhile about it? As many as 74% of employers say increasing employee engagement in health and wellbeing is a top priority, according to the Willis Towers Watson 2017/2018 Global Benefits Attitudes Survey (https:// bit.ly/2y2ts2O). And so it should be. The same study shows that employees in poor health are almost twice as likely to be disengaged and have more than three times as many days off as those in very good health. According to the Health and Safety Executive, in 2016–17 work-related illness and injury resulted in the loss of 31.2 million working days. Nearly half (49%) of the absence was due to stress, depression or anxiety and a further 35% was due to musculoskeletal disorders. However, the aforementioned Global Benefits Attitudes Survey shows workplace health programmes are failing to meet employees’ needs. While employers are investing more in health and wellbeing, workers do not necessarily value their efforts. Only 23% of employees agreed that their company’s wellbeing programme had encouraged them to live a healthier lifestyle. So, how can employers ensure their
health and wellbeing strategies are right for their workforce? It is important to move away from the concept of ‘one size fits all’, according to Mark Ramsook, sales and marketing director at Willis Towers Watson Health and Benefits GB. “First and foremost, you need to reflect on the culture of the organisation,” he says. “Before you dive into selection mode, you need a clear, visual understanding of what employees need. You need to match health and wellbeing packages with the lifestyle needs of the workforce and make sure they will have an impact on both physical and mental wellbeing.” ...increasing employee engagement in health and wellbeing is a top priority... Charles Alberts, head of health management at Aon, points out that employees are likely to be in different stages of health. “Therefore,” he says, “workplace wellbeing programmes should broaden their remit beyond prevention and look at the role the employer can play to facilitate early diagnosis, quick
intervention in the form of treatment and also provide support for those with longer- term conditions to help them perform at their best.” However, while many companies spend a significant amount on employee benefits aimed at treating illness, Aon’s Benefits & Trends Survey 2018 (https:// aon.io/2JbzRNo) found only 32% of employers currently have a budget for wellbeing activity. “We need to address this imbalance,” says Alberts, “but equally ensure that any investment in employee wellbeing is appropriately targeted, evidence-based, and delivers tangible business results. “While there are common issues to include in a holistic wellbeing strategy, particular health issues will present themselves in the employer’s data, which provides a useful focus for interventions,” he adds. “Data sources include employee benefits and services, health behaviour data, if collected, for example through a health risk assessment, absence data, employee surveys and engagement data.” Ramsook agrees that hard facts and data are key when it comes to deciding what works for employees and what doesn’t, but communication is equally important. “Feedback should be encouraged and businesses should consider appointing workplace champions to relay to management the impact policies are having,” he says.
| Professional in Payroll, Pensions and Reward | July - August 2018 | Issue 42 44
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