Beyond Wellness: A New Paradigm in Engagement Tied to ...
Transcript of Beyond Wellness: A New Paradigm in Engagement Tied to ...
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The opinions expressed in this presentation are those of the speaker. The International Society and International Foundation disclaim responsibility for views expressed and statements made by the program speakers.
Beyond Wellness: A New Paradigm in Engagement
Tied to Business Results
Gary Gustafson, CEBSDivisional Vice President
LimeadeMerrimack, New Hampshire
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TOPICS
• Traditional Wellness's Failure
• Well-Being and Engagement
• Drivers of Well-Being
• Engagement and Business Results
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A NEW PARADIGM
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HAVE YOU EVER LAUNCHED A PROGRAM BECAUSE YOU CARE ABOUT YOUR PEOPLE. . .
BUT IT SENT A DIFFERENT MESSAGE?
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WE HAVE TO CHANGE THE WAY WE WORK
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GREAT COMPANIES
When employees have well-being in their lives, they are more engaged.
More engaged employees mean better business results.
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ENGAGEMENT IS A DEEP CONNECTION AND SENSE OF PURPOSE AT WORK THAT CREATES EXTRA ENERGY AND COMMITMENT
ENGAGEMENT BENEFITS THE EMPLOYEE AND THE EMPLOYER
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Potential revenue increase for every 1% increase in engagement for the average Fortune 500 company (1% increase in engagement = .6% revenue increase, Aon Hewitt 2017)
1% $150M
WHY THIS MATTERS
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WELL-BEING DRIVES ENGAGEMENT
Companies inspire commitment and elevate culture by investing in well-being which in turn drives engagement.
2016 Well-Being and Engagement Report (Limeade/Quantum Workplace)
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Improve physical, emotional, financial and work well-being
Connect with peers, managers, teams, leaders and company strategy
Leverage every company capability and program
AN IMMERSIVE EXPERIENCE
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When employees feel their employer cares about their well-being, they’re
38%MOREENGAGED
Quantum Workplace & Limeade, 2015
who feel they have a higher well-being & org support recommend company as a great place to work
99%
Quantum Workplace & Limeade, 2016
Quantum Workplace & Limeade, 2016
of employees with high well-being and org support are less likely to leave
91%
WELL-BEING + ORG SUPPORT
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EMPLOYEE EXPERIENCE MATURITY MODEL
HR silos running top-down“do this, get that” programs
More coordinated, frequent, positive and data-driven
Integrated, real-timeapproach at multiple
company levels
Fully immersive employee experience
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4
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LOCAL SUPPORT
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ORGANIZATIONAL SUPPORT
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Engagement + well-being indicators, for example:
“I am engaged in my work”“I am energized by my
work”,“I feel valued by my
employer”“I use my greatest strengths”“I am contributing to something that matters”
HOW TO MEASURE REALEMPLOYEE ENGAGEMENT
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Companies with high employee engagement:
HIGHER ENGAGEMENT = BETTER BUSINESS RESULTS
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CASE STUDIES
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CASE STUDY – HEALTH SYSTEM
Employees
26,000
90/Clinics
BACKGROUND
• Check-the-box program
• Medical premium credits
• Lack of self-care
BUSINESS PROBLEM
• Caregiver burn-out Hospitals
13
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Improvement in engagement survey question, “Employer cares about my well-being”
14%
of well-being dimensions improved year-over-year
70%
HIGHER EMPLOYEE ENGAGEMENT DRIVES HIGHER PATIENT SATISFACTION
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CASE STUDY –MANUFACTURING
Employees
17,000BACKGROUND
• Diverse conglomerate
• Rapid growth
• Safety focused
BUSINESS PROBLEMS• Employee engagement
• Cultural disparities
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Increase in program participation
30%
Improvement in its TRIFR safety ratings (91 fewer incidents or $3.5M* in savings)
8%
FOCUSED ON PILLARS OF SAFETY, QUALITY, PERFORMANCE, TRUST
*Based on the National Safety Council average of $38k per incident
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WELL-BEING DRIVES ENGAGEMENT AND REVENUE
2017-2018 ENGAGEMENT SCORE
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CASE STUDY – RETAIL
10 year revenue growth
$22M-45BBACKGROUND• Rapid growth
• Numbers-focused
• “Worst places to work”
BUSINESS PROBLEMS• Dysfunctional culture
• Turnover
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EMPLOYEE ENGAGEMENT
1-3 YEAR-EMPLOYEES WERE MOST ENGAGED
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3+ YEAR-EMPLOYEES BECAME DISENGAGED
EMPLOYEE ENGAGEMENT
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Increase in employees reporting active engagement from 2016-2018
1.6%
Point increase in care and concern from their employer from 2015-2017
14
AWARDED “MOST INCLUSIVE WORKPLACES”
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CONCLUSION
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KEY TAKEAWAYS
• Well-being creates real employee engagement, revenue, productivity, and lower turnover
• Well-being is driven by eight primary drivers
• You can empirically tie well-being and engagement to business results
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THANK YOU
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