Using Wellness as a Strategy
In order for your company to develop a high-performance workplace you must always prepare for future long-term conditions and disability, and help to contain the current epidemic of lifestyle related diseases.
Most workplace wellbeing theoretical approaches are associated with small effects; however, large effects are found for some measures of interventions using motivation enhancement (Hutchinson, et al, 2011). According to Quintiliani, et al (2007), there are several guidelines from behavioural science that can guide programme activities, such as:
- Goal-setting and
- The motivational stages of change
Due to these and other research findings you should endeavour to deliver health and wellbeing motivational coaching, and work/life balance initiatives. We encourage organisation’s to take proactive steps to mitigate psychosocial risks for their employees, and help them realise the economic and societal costs of stress and other mental disorders on organisational performance, therefore encouraging employer interventions.
You should aim to address this area through a comprehensive approach to assessment, prevention, and appropriate intervention, and look at the cost to your organisation from an engagement, productivity and leave point of view.
As recent research from Limpman, (2013), as cited by virgin pulse (2014) suggests, a highly engaged workforce drives profitability, productivity and customer ratings, while reducing shrinkage, turnover and absenteeism. Beyond Blue and PricewaterhouseCoopers (2014), studied the benefits of creating a mentally healthy workplace, and report the following benefits:
Indirect costs of implementing an effective action to create a mentally healthy workplace
- ↓ Absenteeism and workers compensation claims (reduced by 33%)
- ↓ Presenteeism and ↑ productivity (50% improvements)
Per employee affected by mental health, per year
- 13 fewer days absent and
- 17 working days (127.5 hours) more time being productive
Average ROI across all organisations, and actions
For every £1 spent on successfully implementing an appropriate action, the organisation will gain the following benefits:
- An average ROI of £2.30 (2.3%)
Implementing multiple targeted actions
For every £1 spent on addressing the critical success factors for change, the organisation will gain the following benefits:
Small essential service providers implementing multiple targeted actions
- Average ROI of £14.50 (14.5%)
All figures may vary, depending on the industry and size of an organisation, but the above data strongly suggests that wellbeing programmes that implement multiple targeted actions have more success for overall change, and return on investment for organisations.
The next section will focus on other variables that are not always considered, and irrespective of cost control show that there are many other benefits of workplace health promotion programmes that cannot be quantified.
Focusing on Value On Investment (VOI), and Value of Expectation (VOE)
On a global level, employers now understand the need to offer wellbeing programmes with their employees in mind, but you should not try to deploy wellbeing programmes as a cost control tactic for fear of missing the much greater potential benefit of improving organisational performance.
Businesses need to approach health promotion differently, and as such we try to educate employers on how to be truly dedicated to creating a healthy, high-performing workforce rather than just being bent on cost control. With ROI there are too many variables that we should consider instead.
As suggested by the Institute for Health and Productivity Studies, (2015) many benefits of workplace health promotion programmes cannot be quantified, and therefore may not show up in ROI estimates. Galbreath, 2011, cited by Harder et al, (2014), agree, and claim organisations that take a cost-analysis approach to worksite health promotion are at risk of entering an inescapable cycle of ill health within the workplace.
Absenteeism, Presenteeism, and Turnover costs
Indirect costs to workplaces
- High rates of Absenteeism
- High rates of Presenteeism
- High turnover costs
Associated losses to a company
- Up to two-thirds greater than direct medical expenditures
LAMBERTs Work-Life Coaching Programmes – educate employers on how to be truly dedicated to creating a healthy, high-performing workforce
Associated benefits of our programmes to your company
- Reduced Absenteeism, Presenteeism, and Turnover costs
- Productivity is high and the need for medical costs remain low
The tools and resources that we offer are important now more than ever, as medical costs escalate exponentially – and it is these ‘indirect costs’ that LAMBERT focuses on.
If you are interested to find out more, contact us here on our website, or on any of our other LAMBERT Wellbeing platforms – or quite simply email: email@example.com to ask us any questions you may have or to arrange a strategy call.
We look forward to working with you and helping you with your workplace wellness programme.
Beyondblue and PricewaterhouseCoopers (2014). Creating a mentally healthy workplace: return on investment analysis. pp16-18, 27. http://www.headsup.org.au/docs/default-source/resources/beyondblue_workplaceroi_finalreport_may-2014.pdf [accessed on 24th Apr 2016].
Harder, H., Wagner, S., and Rash, J., (2014). Mental illness in the workplace. Psychological disability management. pp156, 284.
Hutchinson, A, D., and Wilson, C., (2011). Improving nutrition and physical activity in the workplace: a meta-analysis of intervention studies. Health Promotion International. Vol. 27 No. 2. doi:10.1093/heapro/dar035. pp242. [Downloaded from http://heapro.oxfordjournals.org and accessed on April 20, 2016].
Institute for Health and Productivity Studies, (2015). From Evidence to Practice: Workplace Wellness that Works. Johns Hopkins Bloomberg School of Public Health. pp14, 32, 101
Quintiliani, L., et al (2007). The workplace as a setting for interventions to improve diet and promote physical activity. Background paper prepared for the WHO/WEF Joint Event on Preventing Non-communicable Diseases in the Workplace(Dalian/ China, September 2007)
Virgin Pulse (2014). The Business of Healthy Employees: A Survey of Workplace Health Priorities. pp2. http://www.synergycreative.co.uk/images/Download_documents/PulsePaper_BusinessHealthyEmployees2014.pdf [accessed on 13th April 2016].