The focus is no longer strictly towards getting employees to “know about their numbers” or dealing with any specific health risk or condition. Nowadays, Employers are progressively focused on a wider definition of employee wellbeing. Along with the physical health, wellness programs these days also include emotional, spiritual, intellectual, social, financial, environmental and vocational factors. All these factors work together to further contribute to the overall quality of life of an individual.
Investing In People
The varying shape of wellness programs these days is being driven by the outlook of the corporate leaders in investment for their employee’s health. On the other hand, employees have historically admitted that employer’s investment in wellness programs is nothing more than a cost-control measure. A mounting number of executives nowadays admit that they invest in employee health and wellbeing because of what these programs add to workforce capability, engagement, culture, and eventually business performance.
There appear to be genuine reasons for this transformation, as proof of the connection between well-being programs and employee health, and organizational performance continues to accumulate.
According to a study, companies that have been known for having exemplary integrated safety and health programs outperformed their competitors. It further demonstrated that employers with highly effective productivity and health programs tend to generate 20 percent additional revenue per employee as compared to others.
In what way can employers leverage their investment in well-being and health of their workforce and drive business performance? All the employers who drive in workplace health began by making a comprehensive strategy that is usually based on the best practices. Organizations for Employee health, as well as various benefits consulting firms, have made numerous “wellness scorecards” that align with finest practices and further assist employers in evaluating wellness efforts in their workplace. Finishing a scorecard can be regarded as a good primary step towards assessing how to plan an exemplary program.
But, even more, essential than the designing of any specific program is the attitude of business leaders. Also, it is important to recognize that the subsequent points are important at the time of planning employee wellness programs:
- Including employee wellness in business objectives.
- Appealing leaders at all levels to commit and participate in employee well-being and health as a key business value, integrating such content into development programs of leadership.
- Cultivating satisfied and engaged employees with the help of surveys to find out their needs and interests, effective communications, opportunities for development and learning, opportunities for reward and recognition and further fostering a sense of purpose.
- Providing supportive procedures, policies, as well as physical environments.
- Developing supportive cultures that are rooted in respectful relationships, positive workplace norms, and peer support.
This approach to workplace wellness is a win-win for both business and individuals because when leaders invest in employee wellness in a comprehensive, sustainable and strategic way that include resources, programs, supportive work environment sand cultures, employees tend to feel more valued. This is vital because employee engagement, development and satisfaction contribute to both organizational as well as individual performance.