Your Guide To A Successful Employee Wellbeing Strategy
Your guide to asuccessful employeewellbeing strategyPractical tips for the modern workplace
Contentschapter 1Why you need to focus on employee wellbeing now 4Statistics on the business impact of low wellbeing on burnout, stress,absenteeism, and turnoverchapter 2What wellbeing at work means today 9Why wellbeing transcends healthcare and wellnesschapter 3Overcoming challenges to creating an effectiveemployee wellbeing strategy 14Learn how to overcome the top four challenges to creating asuccessful strategychapter 4Three steps to planning your wellbeing strategy Get executive buy-in and secure budget, establish yourbaseline, and develop goals18chapter 5Launching and measuring the success of yourwellbeing strategy 25Successfully balance the launch and ongoing success ofan employee wellbeing strategy with other initiativesYOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY2
IntroductionCompanies have long struggled to embrace wellbeing in theworkplace. Historically, it’s been dismissed as a foolish initiative,something not worthy of budget or resources. However, there’sa change coming. As more companies embrace the importanceof wellbeing, thanks to research, we’re seeing how a focus onemployee wellbeing can help to reverse employee burnout andreduce stress, turnover, and absenteeism.Measuring and taking action on wellbeing in the workplace is possible, and it’simportant. Data on employee absenteeism, sick days, productivity, and retentioncan help you gauge the wellbeing of employees at your company. In addition, withthe support of employee feedback platforms, like Culture Amp, companies cannow take their analysis one step further with employee wellbeing surveys.After reading this guide, you’ll have an understanding of the science behindwellbeing at work, why you should focus on wellbeing now, the factors ofemployee wellbeing you can take action on, and how to best utilise Culture Amp’swellbeing survey to plan, launch and measure your employee wellbeing strategy.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY3
chapter 1Why you need tofocus on employeewellbeing now
According to the 2018 Employee Benefits Report from the Societyfor Human Resources Management, 75% of employers offerwellness resources and information and/or a general wellnessprogram. While wellbeing is more than wellness (more on that inchapter two), this is a promising statistic.However, according to the World Health Organisation, “Depression and anxietyhave a significant economic impact; the estimated cost to the global economy isUS 1 trillion per year in lost productivity.” The Centers for Disease Control andPrevention cites work-related stress as the leading workplace health problemand a significant occupational health risk, one that outranks physical inactivityand obesity. In addition to supporting employee’s physical and mental health,wellbeing programs can help you tackle employee burnout, stress, turnover,and absenteeism.These programs can also deliver cost savings. A study on the financial returnfrom wellbeing programs demonstrated that for every dollar spent, medical costsdecrease by approximately 3.27 and by 2.73 for absenteeism. Employers whoadopt wellbeing programs are likely to see substantial positive returns within afew years.The wrong amount of stress leads to burnoutNot all stress is bad, the right amount of pressure or challenge is critical tolearning and growth. However, chronic high-stress levels can lead to burnout andit’s a global issue.When it comes to employee engagement, people can be highly stressed andhighly engaged at the same time. It’s the transition from feeling stressed to beingburnt out when employees are more likely to be on their way to disengagement.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY5
According to The American Psychological Association’s 2018 Work andWell-Being Survey, “More than a third of working Americans (35%) reportedexperiencing chronic work stress, and less than half said their employer providessufficient resources to help employees manage their stress.” The Europeanopinion poll on occupational safety and health 2013 reported that 35% of peoplesay cases of work-related stress are fairly common in their workplace. Safe WorkAustralia reveals that “Between 2010–11 and 2014–15, around 91% of workers’compensation claims involving a mental health condition were linked to workrelated stress or mental urn outStressEmployee burnout relates to absenteeism, intention toleave, turnover and poor performanceStress and negative wellbeing are a gateway to burnout: a long-term stressreaction that can present as physical and/or mental collapse. Employeescan feel overwhelmed, hopeless, and exhausted. According to foundationalresearchers Christina Maslach and Michael Leiter, in The Maslach BurnoutInventory Manual, “A key aspect of the burnout syndrome is increased feelings ofemotional exhaustion; as emotional resources are depleted, workers feel they areno longer able to give of themselves on a psychological level.”Multiple academic studies have shown the correlation between burnout andabsenteeism, intention to leave, turnover, and decreased job performance.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY6
What can be done to combat burnout? As proposed by researchers ErnestW. Brewer and Laura Faye Clippard in a 2002 study, the factors that affectburnout fall into three categories: environmental/organisational, individual, anddemographic. Workplaces have the greatest opportunity to affect environmentaland organisational elements like work overload, role conflict, role ambiguity, thephysical workplace, and support from supervisors.Employee wellbeing affects productivityBy studying a wealth of peer-reviewed wellbeing science, Australian researchgroup Work on Wellbeing (WoW) reports that:–– Workers become more productive at work to the tune of aboutUS 1000 per year.–– Workers are generally healthier, so sick days are cut in half.–– Wellbeing increases organisational citizenship behaviour(workers helping others at work).–– Workers react more positively to workplace changes.–– Workers being more positive about their workplace, so they are morelikely to say good things to others and less likely to look for other work.Absenteeism and presenteeism relate to negativeemployee wellbeingAbsenteeism is related to negative wellbeing. Approximately 40% of absentdays are due to mental health problems such as stress, reports the SainsburyCentre for Mental Health in a 2007 study. The Chartered Institute of PersonnelDevelopment Absence Management Survey for 2016, meanwhile, found that theaverage number of working days lost to sickness per employee, per year was 6.3 –a level of absence that costs an average of 522 per employee per year.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY7
According to data from the Virgin Pulse Science Advisory Board, presenteeismis just as costly to a business’ bottom line as absenteeism. Their data shows thatemployees took about four sick days each year, on average. However, when thenumbers on how many days they lost on the job came in, the number climbedto 57.5 days per year, per employee. As Virgin Pulse says, “That’s almost 12working weeks – or one quarter of the entire year – that businesses are paying foremployees who are present in body, but not in mind.”About 224 billion is taken out of the US economy per year due to lostproductivity from absence and presenteeism, according to data from theIntegrated Benefits Institute. Presenteeism is defined as, “being present atwork, but limited in some aspects of job performance by a health problem.”High employee wellbeing leads to lower turnoverHigh employee wellbeing is related to lower turnover. In a 2017 survey ofemployer-sponsored health plans in the United States, HR consultancy Mercerfound that companies who do the most to promote wellbeing have lower turnoverrates. Companies with five or more wellbeing best practices had an averageturnover rate of 18%, while those with zero to two best practices had averageturnover rates of 29%.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY8
chapter 2What wellbeing atwork means todayYOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY9
Wellbeing is a holistic understanding of someone’s physical,emotional, mental, and social state. It’s more than wellness, whichtypically focuses on a person’s physical health. When people are ina state of wellbeing at work, they’re able to develop their potential,work productively and creatively, build positive relationshipswith others, cope with the normal stresses of life, and make ameaningful contribution.When affecting employee wellbeing, focus on aspects that are largely impactedor determined by workplace factors. This means that as a company you are ableto directly address any of the areas, rather than just provide support. This is notto say that you shouldn’t support all areas of employee wellbeing, however, whenit comes to understanding, measuring, improving employee wellbeing we want tofocus on areas that are actionable within a work context.This guide is focused mostly on systemic wellbeing issues in the workplace(culture, work processes, work relationships, etc.) that the organisation has adirect influence over and/or can easily support.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY10
Understanding wellbeing at workIf your ambition is to build wellbeing into how you do things at your company,it requires more than just understanding and addressing how individuals aredoing. Establishing a culture of wellbeing requires deliberately building the rightstructure or ecosystem rather than simply focusing on individuals. This meansthat you need to address things such as the company’s commitment to wellbeing,culture norms, manager support and any programs or initiatives in place.These aspects of wellbeing at work can be grouped into five core rogrameffectivenessIndividualstateYOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY11
Understanding each part of the ecosystem will give you an overview of wellbeingat your company. In chapter four we’ll review specific questions from CultureAmp’s wellbeing survey that align to each of these areas. Here, we provide fivequestions for you to consider before getting started on your wellbeing strategy.Company commitment: Is yourorganisation dedicated toemployee wellbeing?For employee wellbeing to be mosteffective and sustainable, it should be apriority for your company and not simplychampioned by a wellbeing group.Most importantly, this means that thewellbeing of employees is consideredwhen discretionary budget decisionsare made around performance, workenvironment, and rewards.Culture norms: Does your culturesupport employee wellbeing?No matter how strong your wellbeinginitiatives are and how many resourcesyour company is willing to put towardsit, your wellbeing efforts will fall flatif the culture doesn’t support it. Forexample, during employee onboarding,a company shares that everyoneenjoys a flexible schedule. As a newemployee packs up at 5:30 pm, theyget a judgemental look from theircolleague. The employee sits downand conforms with the cultural normof working late, even though they weresupposedly empowered to have aflexible schedule.Manager support: Do your managerscare about wellbeing?Managers play an important role insupporting the wellbeing of individualsat work. They often have discretionin the work individuals do, when andhow they do it and with who. They setan example of expected behaviour (inaddition to leaders) and are able todirectly provide support to individuals.Furthermore, they are often closest onthe ground for when things go well andnot so well.Individual state: How areemployees doing in personalhealth and wellbeing?Oftentimes, personal or physicalhealth is the focus of wellbeingprograms. While personal and physicalhealth are important, you need tounderstand more than this one aspectof wellbeing to have a real impact.Consider aspects such as meaningfulwork and purpose, autonomy, progressand growth.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY12
Programs effectiveness: Are ourcurrent wellbeing initiatives ofvalue and/or what initiatives wouldemployees value?This is the area that most companiesget excited about. Wellbeing programsare tangible and actionable ways todemonstrate that your company caresabout wellbeing. Throughout the restof this guide you’ll learn how to ensurethat your wellbeing initiatives areintegrated into a holistic strategy sothat they don’t fall short.Are you looking to design a holistic employee wellbeing program?Talk to a Culture Amp People Geek for tips on how to get startedYOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY13
chapter 3Overcomingchallenges to creatingan effective employeewellbeing strategy
The number one reason employee wellbeing programs fail isthat they are comprised of bolt-on programs or ad-hoc perks.When wellbeing programs are stand alone initiatives and are notintegrated into a company’s culture or operations, they’re boundto fall short.A successful employee wellbeing strategy is proactive, holistic for the individualand company, respects employee privacy, and is integrated into the companiescultural norms. Here we cover the five challenges that stand in the way ofcreating a successful employee wellbeing strategy.Top four challenges to creating anemployee wellbeing strategybolt-on programsSome companies say, “We have gym memberships.” Or,“We do wellbeing on Tuesday at 5 pm when we offer ayoga class.” This is not a holistic approach to employeewellbeing. Having offerings such as gym membershipsand in-office yoga classes are great, but in order tocreate a culture of wellbeing, all offerings and programsneed to be baked into the company’s culture and theemployee lifecycle.Solution: Wellbeing should be part of how you makedecisions, structure your team, and be felt meaningfullyacross the employee lifecycle from onboard to exit.Many companies offer stand-alone initiatives suchas yoga classes or fruit bowls and consider that theircomplete wellbeing strategy. Wellbeing researcher Dr.Peggy Kern refers to such approaches as the 3 Fs ofwellbeing – Fruit, Fitness and Flu shots. These are allgreat things but are certainly not enough.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY15
reactive, not proactiveA reactive approach to wellbeing is based on respondingto events after they’ve happened. For example, youmay have noticed many employees starting to showsigns of stress, so you implement a flexible vacationpolicy. However, reactive approaches often fall short,since during the time it takes to implement a strategyemployees may become burnt out and leave. EmployeeAssistance Programs (EAP) are incredibly importantand still relevant for workplaces but also represent areactive approach in that they are primarily set-up foremployees to use once they have hit a major issue.Solution: A proactive approach to wellbeing focuseson preventing problems from arising. For example,look at job design and workload to help prevent stressor offering development coaching. While no one canpredict everything about the future, understanding thetrajectory of your company and the drivers of wellbeingcan help ensure you design an approach that buildsstrong physical, emotional, mental and social states inyour people from the onset.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY16
intruding on personal lifeWhen companies have access to data from fitnesswearables, genetic testing, or even routine healthscreenings, employee’s personal lives can be exploited.These types of services can be great when employeeshave complete control of their data, but they shouldn’tfeel intruded on or discriminated against if they choosenot to participate in any programs.Solution: Give employees complete access to any dataconnected to your wellbeing strategy, and communicatethat participation in any initiative is voluntary.anti-wellbeing cultural normsSome companies have holistic programs thataccommodate physical, emotional, mental, and socialwellbeing, but they lack the cultural support to makethem succeed. This is represented by the employeeexample in Chapter Two: Does your culture supportemployee wellbeing? Wherein an employee is toldthey have a flexible schedule, and yet judged forleaving at 5:30 pm.Solution: Cultural norms need to support wellbeingstrategies and be role modeled by all employees.Leadership plays a key role in demonstrating desiredbehaviours and new program adoption.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY17
chapter 4Three steps toplanning yourwellbeing strategy
We know that wellbeing is something all workplaces should focuson, what wellbeing means at work today, and the challenges thatstand in the way of a great employee wellbeing strategy. Now, it’stime to get into the step-by-step details of how you can get startedon your strategy. In this section, we’ve included practical tips fromHR Directors, People Operations Managers, and others who havesuccessfully started an employee wellbeing strategy.step oneGet executive and leadership buy-inCompany executives want to know that any new program, including wellbeing,is going to support the bottom line of the business and its long term growth.Stacey Nordwall, Senior People Operations Manager at Culture Amp says there’sno one-size-fits-all answer in getting buy-in and support from executive andleadership, but when launching Culture Amp’s employee wellbeing guide, part ofour overall strategy, she used these three tactics:–– Create a business case that highlights how wellbeing fits into to your mission,values, brand, or employee value proposition. Show how it’s a valuable tool forsupporting and retaining employees.–– Understand what kind of information matters to your leadership. Do theywant to see data or do they want stories with personal impact? Gatherexternal benchmarking data and examples of what similar companies aredoing. Get internal data (think surveys and focus groups) to validate the gapyour program will address and collect employee stories that you could present.–– Frame your wellbeing strategy in terms of its impact on Employee LifetimeValue. Demonstrate how it will help people onboard, acclimate or ramp upfaster. Show how you can build more effective leaders and influence them tostay longer. These are all valuable in terms of reducing the costs of turnover.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY19
An additional important component is presenting a case for wellbeingbudget. Clair Cameron and Sarah Zaccari from the PerformanceReward team at Vicinity Centres, an Australian Real Estate InvestmentTrust company with over 1,000 employees – shares these tips insecuring budget for an employee wellbeing strategy:–– Outline why the investment is worth the expected program valuein both quantitative and qualitative measures. What is the returnon investment?–– Highlight the potential cost to the business of not investing.–– Identify how you will measure the short-term success and theoverall value to the business.–– Provide evidence that you have conducted the appropriateresearch before making a funding request.–– Prioritise the program and focus on a few actions that have abig impact.Design a wellbeing program that your people will love.Find out how by chatting to a Culture Amp People Geek.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY20
step twoEstablish your wellbeing baselineIn chapter three we talked about the number one reason employee wellbeingprograms fail - they’re made of bolt-on programs or ad-hoc perks. One of thebest ways to build a comprehensive wellbeing strategy is by using a wellbeingsurvey to understand your baseline.Culture Amp’s wellbeing survey was created to help companies uncover theirunique drivers of employee wellbeing. With this information, companies canensure they’re focusing (and spending budget) on the right programs.Here we list sample questions from Culture Amp’s wellbeing survey and howthey can help you establish your baseline and move into choosing thecomponents of your strategy.companycultureIs your organisation dedicated toemployee wellbeing?Does your culture supportemployee wellbeing?Sample questions:–– [My company] demonstrates acommitment to the wellbeingof employeesSample questions:–– We are genuinely supported ifwe choose to make use of flexibleworking arrangements–– I believe employee wellbeing is apriority at my company–– Our culture encourages a healthyblend between work and family lifeUse answers to these questions whenpresenting to your executive teamand leadership. The percentage ofemployees who agree to each couldbe a wakeup call, and this is a greatquestion to measure change over timeso you can see the impact of yourwellbeing strategy as it grows.As we covered in chapter three, one ofthe challenges to a successful wellbeingstrategy is a lack of cultural norms.This section of the survey will help youunderstand if employees feel supportedby the company when it comes towellbeing. If there is disagreement thatyour work culture encourages a balancebetween work and family life, this couldbecome an area of focus for your initialwellbeing strategy.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY21
managerprogramsDo your managers careabout wellbeing?Are our initiatives of value?Sample question:My manager genuinely cares aboutmy wellbeingIf scores for this question areparticularly low in your baselinesurvey, you’ll know that raisingawareness about wellbeing amongmanagers is critically important beforelaunching your wellbeing strategy.individualHow are employees doing inpersonal health and wellbeing?Sample questions:–– When I am stressed I feel I have thesupport available to help–– I usually feel I am making progressat workThese questions can be particularlyenlightening through comments oremployee focus groups. Use insightsfrom the individual-related questionsto help plan future wellbeing programsthat address any low-scoring questions.Sample question:I believe I would get the most value fromthese wellbeing initiatives (list potentialinitiatives and ask employees to select upto 3)If this is your first wellbeing survey,get feedback on initiatives you’reconsidering to set yourself up forsuccess. You might learn that peopleare very interested in one but notanother, or that value varies byteam or department. Employeesmight also provide comments tohelp you improve programs beforethey’re launched, making them moresuccessful over time.“Your best bet for influencingwellbeing is management. Managershave an outsized impact on theemployee experience, so if you caneffectively train and support yourmanagers in making decisions thatmaximise for healthy and happyemployees, you’ll see a more engaged,productive workforce.”Maddy Wilson, Health and HappinessManager, Collective HealthYOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY22
What do we see inCulture Amp’swellbeing data so far?While our Wellbeing Surveyhas only recently been released,our data looking at scoresfrom 4,000 individuals inaround 20 organisations paintsa mixed picture for the state ofemployee wellbeing.4,000 individuals 20organisationsOnly around67%regularly findthemselves instate of ‘flow’*the good newsthe not so good news85%79%48%48%feel that whatthey do at workis worthwhilefeel that theyreceive supportfrom peoplearound themfeel fresh andrested for workeach dayfeel they can’taccomplish whatthey need towithin normalwork hours*As Martin Seligman, known as the father of positivepsychology, has shown in his work on the PERMA model,we know that a sense of absorption in one's work is acritical outcome of wellbeing at work.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY23
step threeDevelop goals and measures of successIf this is your first time creating an employeewellbeing strategy, set goals relevant to your firstyear of implementation. Consider including thefollowing milestones as your goals, mapped to yourown timeline:ɃɃ Launch a wellbeing survey to the whole company(baseline scores)ɃɃ Analyse and present results of thewellbeing surveyɃɃ Develop core wellbeing programs based onemployee feedback(gathered from your survey or other means)ɃɃ Launch a wellbeing programɃɃ At end of year 1, repeat the wellbeing surveyand mark the change over timeTo develop your measures of success, look backon the work you did in making the case to yourexecutive team. You probably talked about thingslike how wellbeing will help your company mission,employee value proposition, improve retention, andreduce healthcare costs. Use these as your measuresof success, which we’ll dive into in chapter 5.Launch an employee wellbeing survey so you can understandwhat your employees really want. Learn more by chatting toa Culture Amp People Geek.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY24
chapter 5Launching andmeasuring thesuccess of yourwellbeing strategy
Now that you’ve gotten executive buy-in, secured budget,established your baseline, and set goals, you’re ready to launchyour wellbeing strategy. Since wellbeing is likely one of many HRinitiatives being executed, knowing how to balance the launch ofthis new strategy with everything else is key. One way to streamlinethe launch of this new initiative is to have a clear plan for informingemployees, and keeping up the momentum post-launch.How to inform employees about their newwellbeing offeringsIf you’ve launched a wellbeing survey or conducted employee focus groups onthe topic, people will already be excited about what’s to come. Once you’reready to communicate your strategy and new wellbeing offerings to the wholecompany, keep these tips in mind:1. Communicate often, and reach employees where they areWhat’s the primary method of communication at your company? Do people useemail and Slack or something else? Start your communications at an in-personevent, like an all-hands meeting if possible, to give people time for questions.Follow up about your new wellbeing offerings via email, Slack and any othercommunication channels you use. Consider remote employees, and provideadditional communication to this group.2. Integrate wellbeing into new hire onboardingTo ensure the longevity of your wellbeing strategy, incorporate it into newhire onboarding.“We integrated our Mental Health guide into ournew hire onboarding and Workplace Wellbeingtraining sessions to reflect how we think aboutmental health. It’s super important for ournewest Benchmates to know that this resourceis available, and to set the tone around how wetalk about wellbeing”Bonnie Powell, Director of People, Bench AccountingYOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY26
3. Appeal to future employeesA focus on wellbeing can be appealing to future employees as well.Put information about your wellbeing strategy and offered programs on yourwebsite. Add employee testimonials so candidates can see that these programsare integrated into the company’s cultural norms.Just Eat has grown from an ambitious crew of 15 in 2001, to apassionate team of more than 3,300 people today - all focused onserving the world's greatest menu, brilliantly.At Just Eat our wellbeing strategy is intrinsically linked with ourinclusion strategy; we want our people to feel comfortable bringingtheir full selves to work.In all UK offices, we offer mental health coaching with our partnersfrom Sanctus. They provide a confidential space for one-on-onecoaching; it’s like a personal trainer for your mental health. We wantour employees understand that we put as much focus on our mentalhealth as we do our physical health. We also know that not everyonewants face-to-face interaction when talking about their wellbeing, sowe’re rolling-out a mental wellbeing app globally.Hannah Millard, Employee Experience, Culture & Projects at Just EatYOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY27
Keeping up the momentum for your wellbeing strategyWith all of the work that goes into creating an employee wellbeing strategy,there are a few key steps you can take to ensure the momentum (and success)keep going.Encourage ongoing employee participationIt’s likely that you’ll have a few employees who are already bought-in toyour wellbeing strategy with minimal effort. These employees can becomewellbeing champions, responsible for helping with programming and promotionacross different offices or locations. You could even have a wellbeing guild, or“taskforce” that meets quarterly to touch based on wellbeing program and helpsto evaluate progress based on survey results.Develop manager supportAs we’ve said before, managers play an important role in supporting the wellbeingof individuals at work. Keep an eye on how people are feeling in response to thequestion “My manager genuinely cares about my wellbeing” to see how you needto sustain manager involvement. It may be about having some standout managersrun training on how to look out for the wellbeing of their direct reports. Externaltraining for all managers can also be effective.Maintain executive and senior sponsorshipGetting executive buy-in is the first step to getting started on your wellbeingstrategy. It’s important to maintain this buy-in and support over time. Useemployee feedback captured in your surveys to show the impact of yourwellbeing strategy and keep leadership onboard. Have leadership continue tomodel the behaviours that make for positive employee wellbeing.YOUR GUIDE TO A SUCCESSFUL EMPLOYEE WELLBEING STRATEGY28
Communication tools to support yourwellbeing launchHere are a few communication ideas to supportyour wellbeing launch. Use them all, or choose a fewthat are the best fit for your company. Remember,the more people understand and embrace yourwellbe
chapter 1 Why you need to focus on employee wellbeing now 4 Statistics on the business impact of low wellbeing on burnout, stress, absenteeism, and turnover chapter 2 What wellbeing at work means today 9 Why wellbeing transcends healthcare and wellness chapter 3 Overcoming challenge
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