ROI for Workplace Wellbeing Programs

Wellbeing worries
The case for change

Disengaged workers are 3x less likely than engaged employees to be thriving in their lives overall [1]

Only 11% of people worldwide report feeling engaged in their jobs i.e. the majority of employees are NOT thriving in their overall lives [2]

Disengaged people at work who are not thriving are a serious bottom line issue [3]

Disengaged employees cost Australian organisations almost 4x as much as absent employees – $26 billion costs for presenteeism, $7 billion costs absenteeism [4]

Work and wellbeing are intricately linked [5]

60% of lost workdays each year can be attributed to work related stress; problems at work lead to more health complaints than any other stressor in the United States – more than for even financial problems or family problems [6]

A Gallup Global Wellbeing Survey found 2 out of every 3 workers are simply waiting for the work day to come to an end [7]

When wellbeing is not well managed, a global benchmarking study by Right Management found that the number of disengaged employees is nearly 2x as high and an organisation is nearly 3x more likely to lose talent in the next 12 months [8]

Reference [1] 360 Steelcase, 2014 [2] Eurostat European Commission, 2009 [3] PriceWaterhouseCoopers, 2010 [4] Medibank Private, 2005 [5] Centers for Disease Control and Protection, 2013 [6] 360 Steelcase, 2014 [7] 360 Steelcase, 2014 [8] Sims, 2010

References on Wellbeing

Wellbeing works
The case for investment

When wellbeing is front and centre to the strategic aims of the organisation, the number of engaged employees has been shown to increase by over 40% and creativity and innovation increased by 50% [9]

Higher levels of wellbeing are positively associated with enhanced leadership performance, and diminished levels with poorer leadership performance; investing in wellbeing makes good sense for individuals & organisations, for both social & economic reasons. There can be no doubt that wellbeing in the workplace is strongly linked to a range of positive business outcomes [10]

The average ROI from workplace wellbeing programs is estimated in Australia at 300%: some international experiences have been quoted as high as 1300% [11,12]

Organisations implementing health and wellbeing strategies reduce their employees’ health risk factors by up to 56% [13]

Leadership behaviour and style is a known determinant of team and followers’ wellbeing; when leaders change their behaviour to address their wellbeing needs, it creates an inevitable ‘ripple’ effect: employees directly benefit from the enhanced wellbeing of their leaders [14]

Increased employee wellbeing is associated with positive business outcomes such as improved productivity and reduced employee stress [15]

Executives and senior leaders who are equipped to manage their own wellbeing and that of their teams, create an organisational culture where everyone is more engaged, productive and able to sustain their performance

Reference [9] Sims, 2010 [10] Harter, Schmidt & Hayes, 2003 [11] Medibank Private, 2005 [12] Vie Wellness, 2010 [13] Wesley Corporate Health, 2008 [14] Margeson & Nahrgang, 2005; van Dierendonck, Haynes, Borrill & Stride, 2004; Skakona, Nielsenb, Borgb & Guzmanc, 2010 [15] McCarthy, Almeida & Ahrens, 2011

The MEWS solution – MEWS puts leaders’ wellbeing central to achieving the organisation’s strategic aims.

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