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WORKSPAN
WORKSPAN DAILY |

Want Better Business Results? Improve Employee Well-Being

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NoSystem images / iStock

Organizations that focus on improving their employees’ well-being are likely to improve retention and customer satisfaction.

This is according to a global survey of 1,648 companies in 41 countries by Aon in partnership with IPSOS. The “2021 Global Wellbeing Survey” also found that while well-being performance overall has a direct connection to a strong and focused well-being strategy, a series of standalone well-being initiatives will have less impact.

The key business performance takeaways from the Aon survey were:

  • Organizations that improve employee well-being performance by 3% see a 1% increase in customer satisfaction and retention.
  • Organizations that improve employee well-being performance by 3.5% see a 1% increase in employee satisfaction and customer acquisition.
  • Organizations that improve employee well-being performance by 4% see a 1% increase in company profit and a 1% decrease in employee turnover.

“Well-being is so much more than programs and individual initiatives; it is a long-term people and performance strategy, using resources to achieve resilience goals over a sustained period,” said Dr. Avneet Kaur, Europe, Middle East and Africa (EMEA) well-being solutions leader at Aon. “Cultures are the seedbeds that determine whether employee well-being programs flourish or die, so companies should assess if their organizational culture is helping or hindering them in their well-being and resilience efforts.”

WorldatWork’s “Workplace Well-Being Trends” survey found that well-being programs are on the rise, as 61% of the HR leaders surveyed said demand for the programs has increased, as has employee utilization (63%).

Although a high percentage of the companies surveyed by Aon said employee well-being and resilience is important and have initiatives in place, few have strategies in place, and even fewer have fully integrated well-being into their business and talent strategy.

  • Globally, 82% of companies surveyed said employee well-being is important, 87% have at least one initiative in place, but only 55% have a strategy in place and just 24% fully integrate well-being into their business and talent strategy.
  • In EMEA, although 82% of companies surveyed said employee well-being is important and 86% have at least one initiative in place, only 51% have a strategy in place and just 19% fully integrate well-being into their business and talent strategy.
  • In EMEA, Ireland, the Czech Republic and South Africa are most likely to have an initiative in place, while Portugal, South Africa and Switzerland are most likely to have a strategy. Companies in Portugal are most likely to have fully integrated well-being into their business and talent strategy (26%), with Poland, South Africa and Ireland all at 24%.
  • The survey found that overall, in EMEA, 25% of well-being programs are performing exceptionally or above average, with Ireland (37%), South Africa and the United Kingdom (both 34%) leading the way.
  • In the UK, 91% of companies have well-being initiatives, while 53% have a strategy. Additionally, 42% said well-being is extremely important at their company and another 41% said it was important.

The survey also found that company culture is the number one driver in developing a business case for well-being, but beyond financial resources and investment, one of the biggest challenges to starting or expanding well-being initiatives is employee engagement and interest (ranked as a challenge by 42% of survey participants globally).

Leadership can set the tone for culture and well-being; 89% of firms surveyed agreed that the Chief Human Resources Officer (CHRO) is the biggest supporter of well-being initiatives, followed by the CEO (78%).


About WorldatWork

WorldatWork is a professional nonprofit association that sets the agenda and standard of excellence in the field of Total Rewards. Our membership, signature certifications, data, content, and conferences are designed to advance our members’ leadership, and to help them influence great outcomes for their own organizations.

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