Creating Successful Workplace Health and Wellbeing Initiatives in your Organisation

The World Health Organization defines Workplace Health and Wellbeing as the combined efforts of employers, employees, and society to improve the health and wellbeing of people while at work. Health and wellbeing are inextricably linked — and a deeper understanding of both is necessary to achieve a safer workplace and healthier workforce. Workplace Health and Wellbeing ties into a Whole Person Approach, through which employers regard employee health holistically (Physical, Mental, Social, Work) both inside and outside of the workplace, and encourage better wellness throughout.

Employers have always been concerned about their employees from a personal and human perspective. But recent studies have also shown that it’s not just the right thing to do, it’s also the intelligent thing to do from a business perspective. Workplace health and wellbeing has a ripple effect on organizational productivity and can be linked to employee absenteeism or taking more sick or compensation leaves. Today, workplace health and wellbeing forms part of the company ethos, mission statements, and overall strategy — so much so that new roles, such as Wellbeing Manager and Chief Wellbeing Officers, are emerging.

Despite this, only 52 percent of employees believe that their workplace is healthy. Employers are continually battling risk. In 2018, in Australia there were 106,260 serious claims for workplace-related injuries and 144 fatalities a year. As employees need to manage the physical safety of their employees, they also need to protect the mental wellbeing of their employees. And, in times such as these, that requires getting creative.

First, let’s take a look at how a workplace can impact a person’s wellness.

In terms of physical health:

⦁ Hazardous work sites. When work sites are poorly maintained or poorly managed, they can become dangerous quickly. Employers need to take ownership of their worksites and create processes to manage and support them properly.
⦁ Occupational hazards. Some occupations are inherently dangerous. While an employer can do their best to improve upon their organizations’ environment, employees may still be exposed to hazardous levels of noise, stress, or dangerous chemicals. Physically demanding jobs such as construction and mining will always involve strenuous action such as heavy lifting.
⦁ Poor ergonomics. Offices that are not ergonomically equipped can lead to significant, long-term health issues for employees. Repetitive stress injuries and back problems can directly result from poorly-designed desks, keyboards, and monitors. Regardless of location, whether on-site or at home, employers are responsible for ensuring that employees have the appropriate equipment.
⦁ Fatigue and overwork. Physical and mental exhaustion can both lead to mistakes, carelessness and accidents. To reduce the chances of fatigue and overwork, employers need to make sure that employees have enough downtime.
⦁ Sedentary behaviours. Just sitting at a desk for too long and not getting enough exercise can ultimately lead to depression, weight gain, and other health-related issues.

In terms of mental health:

⦁ Stress. Employees may have personal stress that is unrelated to work, or may have work-related stress if their workloads are too large. They may also feel that they aren’t confident in conducting their job.
⦁ Anxiety. Work-related anxiety often relates to job performance, but today, it can also relate to job security. Employees may not have been assured that they are going to have a job or will continue to have the same number of hours.
⦁ Boredom. Employees who think they aren’t progressing with their career may feel as though they are aimless or directionless. Employees are happier with employers who offer opportunities for advancement.
⦁ Burnout. Employee burnout often has a severe impact on job performance and employee retention. A lack of social connection, business culture or physical challenges can leave employees feeling less confident about the importance of their work.
⦁ Depression. Employees can experience depression for many reasons — including no reason at all. This all depends on a persons brain structure, genetic disposition, and environmental exposures. But when it comes to work-related depression, it often involves them feeling dissatisfied in their role, or unable to fulfil it.
⦁ Discrimination. Discrimination and harassment can be serious issues for an employer and can cause significant harm to employees. Employers need to endeavor to have healthy company cultures that defeat this type of activity.
⦁ Work-life balance. When employees are required to spend too much time at work, it can damage their interpersonal relationships — including their relationships with partners and children.

Work has a significant impact on a person’s physical and mental health and focus. Work gives people a sense of purpose and connectedness, as well as impacting their social lives — relationships, friendships, and time and ability to parent.
Physical and mental health can overlap. When employees are depressed, they don’t take care of themselves. When employees are injured, they can become depressed. Employers need to be proactive in managing employee health from all angles if they want engaged, safe, loyal, and productive employees.

Why is it so important?

Employee Health is already high on the priority list of most employers. The global pandemic has also shone the light on the importance of Health & Wellbeing. Ethically, it only makes sense to care about your employees. But when employers are thinking strategically, they also need to think about what’s best for their business. After all, their business has to survive to ensure that their workers remain employed.
Luckily, taking care of employee health isn’t just ethical; it’s also in the organisation’s best interests.
Employees with poor mental or physical health tend to:
⦁ Call in sick more frequently.
⦁ Display a lack of productivity when they are available.
⦁ May produce lower quality work.
⦁ Are more likely to leave the organization, incurring hiring costs to replace the employee.

Ultimately, this all may impact your organization’s bottom line. Organizations with poor wellness support may find that their reputation is damaged and may find it difficult to attract or retain talent.

Healthier employees lead to a more robust organization. Organizations that want to protect their stability and ROI should be investing in employee health and wellbeing.

⦁ Don’t lip service – be genuine about your commitment. Your employees will sense it.
⦁ Have your executive team launch and participate in health events (walk the talk).
⦁ Communicate clearly where Health and Wellbeing fits in the company’s values and ethos
⦁ Identify workplace health issues early.
⦁ Educate your workplace on health and wellbeing.
⦁ Develop processes and policies to support and drive better health outcomes.
⦁ Start healthy group activities and routines to stay active and connected, even during confinement.
⦁ Having Health and Wellbeing initiatives easily accessible to all employees
⦁ Identify workplace health and wellbeing champions.
⦁ Organize meetings and keep each other accountable.
⦁ Respond swiftly to risks against employee health and wellbeing.
⦁ Create processes by which health and wellbeing can be supported.

The more visible your initiatives are, the safer employees will feel — and the more likely they will be to come forward if they are struggling. The higher your levels of transparency, the more likely you are to be able to manage employee health effectively.

About two thirds (74%) of Australian workers believe that health and wellbeing programs are essential. More than two thirds (85%) of Australian workers believe that employers should take a proactive stance when it comes to wellbeing — creating an environment that is low in stress. In a world in which half of all employees will be looking for work within the next 12 months, employers need to think about what they can do to increase employee happiness and safety, and reduce employee churn.

Workplace culture is critical. Culture is something that is learned, shared, and transmitted within an organization. When it comes to a “workplace culture,” it defines expectations within the work environment that may not be otherwise specified. A customer-centric workplace culture will be devoted to the customer. Likewise, a workplace culture that values health will put health and wellness at a priority consistently throughout all levels of the organization’s own processes.

Company culture informs how employees interact with each other, their direct management, their work product, and the company as a whole. It’s more important now than ever to protect your company culture, especially during (and after) a health crisis such as COVID, and embrace health and wellbeing. When employees work for a company that emphasizes health and wellbeing, they are more likely to take better care of themselves. They will be more willing to reach out to supervisors if they experience issues with their mental or physical wellbeing, and they will feel supported in their recovery by their company.

What is a workplace that embraces health and wellbeing? Here are some of the major hallmarks:

⦁ The organization has a clear mission statement. Health and wellness aren’t just tacked on; they are a major priority and value.
⦁ HR managers and supervisory staff members openly talk about health and wellbeing with employees and discuss methods of promoting, preserving and protecting it.
⦁ C-suite members and critical stakeholders involve themselves in developing new programs to support the health and wellbeing of employees.
⦁ Programs are visible, frequently discussed, and easy to access — employees know what programs are available to them and how to get involved.

Conversely, consider a workplace that provides health-related initiatives, but doesn’t ensure that employees have access to these initiatives. Employees may feel as though the company is not being honest about its commitment to health.

How to Design a Workplace Wellness Strategy

A workplace wellness strategy doesn’t emerge overnight. Instead, it’s often guided by a health and wellness partner. Employers and HR must work together to create a wellness strategy that will work well for employees, even during uncertain times. Further, employees must meet employers and HR halfway — they need to be willing to follow workplace initiatives and enthusiastic about working towards better health.

⦁ Conduct assessments regarding the organisation’s current status. Employee surveys can be used to determine the general wellness of employees, both mentally and physically. Further, HR personnel can analyse the ongoing health and wellbeing culture of the organisation, or hire a third-party consulting company to do the same.
⦁ Obtain support from the management. Workplace wellness needs to come from the top. Without help, it’s difficult to engage employees. HR professionals and managers may need to meet with higher management to show the benefits of better workplace wellness.
⦁ Establish a wellness committee. It’s always easier to get things done with a small group empowered to act. A wellness committee will work to  create new workplace wellness initiatives and ensure that goals are being met.
⦁ Develop goals and objectives. Without goals and objectives, it’s not always possible to determine whether you’re moving in the right direction   — or how quickly you’re doing so. Clear metrics make it clear how well your current strategies are (or aren’t) working.
⦁ Establish a budget. Many companies today are pulling back on their budgets, but investing more in employee health and wellness can yield high dividends in the future. Employers should consider the ROI and VOI of a strong team, and realise its impact on the bottom line.
⦁ Design the components of the wellness system. What type of programs will be in place? Health screenings, nutrition education, vaccination clinics, stress reduction programs, and general fitness programs all fall under the purview of wellness.Refer back to the initial assessments:

What were the most common challenges for your employees?

⦁ Create incentives for the wellness program. The easiest way to get employees on board is through “gamification.” Create rewards for employees when they achieve goals. To foster team-building, create prizes for groups, teams, or departments.
⦁ Use the right incentives. Studies have shown that external incentives (such as winning a competition) don’t provide for long-term health and  wellness. Strategies should be targeted toward ensuring that employees enjoy the activities that they are being asked to complete, such as listening to podcasts while on a walk.
⦁ Notify employees of the wellness programs. Employees need increased transparency when it comes to wellness and wellbeing; they need to know what’s available to them and to whom they should reach out. Communicate the wellness plan through your organization’s internal marketing.
⦁ Evaluate the wellness program. Like other internal programs, the effectiveness of the wellness program needs to be continually assessed. It may need to be fine-tuned over time to meet the needs of the company.

Not every organization is equipped to develop its own workplace wellness strategy. Some organisations may need to work with external partners to create a workplace wellness strategy that is cost-effective and engaging for employees.

The Do’s

⦁ Develop commitment at every level.
⦁ Assess your workplace’s health needs and uncover hidden issues.
⦁ Implement the right workplace policies to support the creation of a health culture.
⦁ Create a safe environment based on trust and respect.
⦁ Keep managers, senior management, and stakeholders accountable.
⦁ Put in a dedicated budget towards health resources and services.

The Don’ts

⦁ Spread health stigmas.
⦁ Take feedback about health and wellbeing lightly.
⦁ Fail to include everyone in the process.
⦁ Make wellness a second priority or viewing it as a nice to have.
⦁ Pay lip service without being genuine or having real goals.
⦁ Create a one-size-fits-all program that doesn’t consider individual needs.

Absenteeism costs the Australian economy more than $44 billion annually. In New Zealand, absenteeism costs about $600 to $1,000 a year per employee. Presenteeism — attending work, but doing nothing — is also costly, though more challenging to quantify. When employees are injured, stressed, depressed, or otherwise haven’t been able to prioritise their mental and physical health, they are less likely to show up. By putting a greater emphasis on employee health and wellbeing, employers can encourage employees to show up and to work harder.

Employee Retention and Lower Staff Turnover

It costs as much as 33 percent of a worker’s annual salary to replace them. For an employee making $45,000, the average cost of turnover is $15,000. Employees who don’t feel valued by their employers are more likely to leave. Many employees don’t leave a job; they leave their managers. If you want your organisation to have lower turnover and higher levels of employee retention, you need to show them that you’re prioritising their health and wellbeing. Health and wellbeing programs can help.

Smarter-Working Employees and Higher Quality Work

Higher levels of job satisfaction lead directly to improved employee performance, which is part of overall ROI. When employees are stressed, anxious, or depressed, they aren’t able to focus as well on work. While they may be trying their best, they may not be able to deliver high-quality work. But when employees are more comfortable at work and ready to take care of themselves mentally and physically, they are more motivated to go the extra distance with their projects. Having motivated employees is especially more important now, as workers navigate a VUCA world due to COVID. Employees will deliver better work if they feel their company is prioritising them, and companies, in turn, will be able to achieve better work to their clients.

Attract High-Performing Employees

High-performing employees naturally gravitate to employers who will value them. Health and wellbeing initiatives can improve an organisation’s reputation, thereby attracting higher-performing employees. Three quarters (75 percent) of Australian employees believe that workplaces should provide mental health support; it’s an employee expectation. Going above and beyond can help an organisation draw in the best talent—the better the talent, the higher the ROI for the organisation.

Your Bottom Line Will Thank You

Companies need to consider their bottom line and understand how employees can impact it. In addition to providing a better environment for employees, health and wellness programs can positively impact productivity. Studies in the United States showed that employers who invested in health and wellness initiatives saw $6 in healthcare savings for every dollar invested. Of course, Australia is a different market as per capita healthcare spend is lower — but there are many other ways in which health and wellness initiatives improve an organisation’s ROI.
Through health and wellness initiatives, organisations can reduce absenteeism, encourage higher levels of productivity, and procure the best talent. This long-term strategy will develop a better and more stable foundation for the organisation as it expands.

Measuring the Return on Initiatives

To succeed, health and wellbeing initiatives need to be supported by the executive team. But key stakeholders may be hesitant to invest money into health and wellbeing programs without seeing a clear return. Because so many of the effects of better employee health may be challenging to quantify, showing direct ROI can be a challenge. How do organizations measure the return of their initiatives?
Organizations need to think broadly and measure the financial return on their health and wellbeing strategies through the following:

• ⦁ ROI: Return on Investment, the amount of money that an investment gains the organization.
• ⦁ VOI: Value of Investment represents the ROI of health in addition to “soft returns,” such as boosted productivity.

Organizations must be able to compare their expenses and income before their initiatives and after their initiatives. Often, they may need an expert partner to analyze their data and show where their cost savings are. As an example:

• ⦁ An organization may see employees taking less time off following health initiatives. Their cost savings will be relative to the amount of money otherwise spent on absentee employees.
• ⦁ An organization may see fewer employees leaving after they engage with health and wellness programs. The cost savings will include the amount of money it would cost to train new employees.
• ⦁ An organization may see its medical costs dropping because employees are healthier overall. These cost savings would be relative to the number of medical costs in the past, compared to the current amount of medical costs.

Thus, measuring the return on your health and wellness initiatives is involved in and of itself. A trustworthy partner will be able to collect and compile data regarding the appropriate metrics, so you can see how well your programs are performing, as well as identify anything that may need to be changed.