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Workforce Wellbeing | Powering Your Business Strategies Forward |

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Gene Raymondi

This document summarizes a presentation on workforce wellbeing and powering business strategies forward. It discusses budgeting for wellbeing programs, tailoring motivation programs, and the intersection between engagement and wellness initiatives. The presentation argues that holistic engagement solutions can impact employee wellness, better workforce health, and ultimately drive retention. It also provides an industry case study and discusses measuring the effectiveness of wellbeing programs.

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Presented by: 1st Annual Regional Executive Wellness Summit April 29 2015
Workforce Wellbeing: Powering Your Business Strategies Forward Towhee V. Shupka, COO eni Debbie Mannix Iberdrola USA
Powering Forward Top 2015 Priorities for Executives & Managers Budgeting for Wellbeing Tailor Made MOTIVATION Dimensions of “Wellness” “Engagement” & “Wellbeing” Iberdrola USA: A case Study
Top 2015 Priorities for Executives & HR Managers Making (and keeping) HAPPY EMPLOYEES
Shared Priorities 1. Increase “Employee engagement” 2. Improve talent recruitment & retention 3. Better employees’ health & wellness
Some important differences Executive Leadership = Holistic Engagement Solutions HR Managers = Recruitment & Retention Efforts The intersection: an effective, holistic engagement strategy will impact employee wellness, betters workforce health and in turn drives retention
Defined Holistic or broad solutions that lead to “better life” for employees and equal positive organizational change
Industry Specific Differences • Increased ee engagement • Improving health and wellbeing ALL • Improved health and wellbeingHealthCare • Increased Engagement • Lowering administrative burden Finance/banking
Industry Specific Differences • Increased ee engagement • Improving health and wellbeing ALL • Finding executive sponsor • Demonstrating Impact Food/hospitality
Additional Variables • Movement to Exchanges • Investment in Technologies • “Consumerism” • Benefit Consumption patterns
Budgeting for “Wellbeing” National Trends suggest a strong Priority • 98% of large businesses have invested & 73% of small businesses • National estimates of 6 Billion on wellness & 1 Billion on engagement programs
Budgeting for Wellbeing • HAVING a budget • INCREASES in budgeting • DECREASED funding not the trend
Contributing to changes in $$ 1. Over 40% - previous programmatic success 2. The economy 36% - improving 3. 30% - Management/Decision maker Changes
Incentive Management - trending  Gamification & flexible technology  Encouragement vs. Reward  Esoteric & Empowering  Individualized & ondemand  ENGAGEMENT TOOL  UNIQUE
Tailor Made Motivation 70% of all employees are disengaged: • Presenteeism • Productivity • Negative culture • Less willing to apply talent • Less likely to stay • Less likely to contribute to “health” of company
Tailor Made Motivation • Traditional versus esoteric • Examine HOW you will measure effectiveness in advance of implementation • Understand baselines • Integrate Engagement measurement WITH Wellness impact
Building Customized Offering Intersection of: • Examination of business needs • Examination of workforce concerns
“Engagement” versus “Wellness” Engagement Wellness
“Engagement” versus “Wellness” Organizational lines are blurring Historically supervised areas: managed separately less likely in smaller orgs although across all employers about 50/50 While they may be MANAGED separately – it is widely agreed that these initiatives share influence Agreement that mental health in employees = to wellness and should be viewed on par
Dimensions of Wellbeing
Dimensions of Wellbeing
Intersection • Mental & physical - baseline • Evolution to address additional and customized areas • Baseline – know where you started & WHY • Buy-in at both levels • Design approach – no one size
Final thought “Employee engagement is the emotional commitment the employee has to the organization and its goals. This emotional commitment means engaged employees actually care about their work and their company. They don’t just work for a pay check, or just for the next promotion, but work on behalf of the organization’s goals. When the employees care – when they are engaged – they USE discretionary effort.” -respondent

More Related Content

Workforce Wellbeing | Powering Your Business Strategies Forward |

  • 1. Presented by: 1st Annual Regional Executive Wellness Summit April 29 2015
  • 2. Workforce Wellbeing: Powering Your Business Strategies Forward Towhee V. Shupka, COO eni Debbie Mannix Iberdrola USA
  • 3. Powering Forward Top 2015 Priorities for Executives & Managers Budgeting for Wellbeing Tailor Made MOTIVATION Dimensions of “Wellness” “Engagement” & “Wellbeing” Iberdrola USA: A case Study
  • 4. Top 2015 Priorities for Executives & HR Managers Making (and keeping) HAPPY EMPLOYEES
  • 5. Shared Priorities 1. Increase “Employee engagement” 2. Improve talent recruitment & retention 3. Better employees’ health & wellness
  • 6. Some important differences Executive Leadership = Holistic Engagement Solutions HR Managers = Recruitment & Retention Efforts The intersection: an effective, holistic engagement strategy will impact employee wellness, betters workforce health and in turn drives retention
  • 7. Defined Holistic or broad solutions that lead to “better life” for employees and equal positive organizational change
  • 8. Industry Specific Differences • Increased ee engagement • Improving health and wellbeing ALL • Improved health and wellbeingHealthCare • Increased Engagement • Lowering administrative burden Finance/banking
  • 9. Industry Specific Differences • Increased ee engagement • Improving health and wellbeing ALL • Finding executive sponsor • Demonstrating Impact Food/hospitality
  • 10. Additional Variables • Movement to Exchanges • Investment in Technologies • “Consumerism” • Benefit Consumption patterns
  • 11. Budgeting for “Wellbeing” National Trends suggest a strong Priority • 98% of large businesses have invested & 73% of small businesses • National estimates of 6 Billion on wellness & 1 Billion on engagement programs
  • 12. Budgeting for Wellbeing • HAVING a budget • INCREASES in budgeting • DECREASED funding not the trend
  • 13. Contributing to changes in $$ 1. Over 40% - previous programmatic success 2. The economy 36% - improving 3. 30% - Management/Decision maker Changes
  • 14. Incentive Management - trending  Gamification & flexible technology  Encouragement vs. Reward  Esoteric & Empowering  Individualized & ondemand  ENGAGEMENT TOOL  UNIQUE
  • 15. Tailor Made Motivation 70% of all employees are disengaged: • Presenteeism • Productivity • Negative culture • Less willing to apply talent • Less likely to stay • Less likely to contribute to “health” of company
  • 16. Tailor Made Motivation • Traditional versus esoteric • Examine HOW you will measure effectiveness in advance of implementation • Understand baselines • Integrate Engagement measurement WITH Wellness impact
  • 17. Building Customized Offering Intersection of: • Examination of business needs • Examination of workforce concerns
  • 19. “Engagement” versus “Wellness” Organizational lines are blurring Historically supervised areas: managed separately less likely in smaller orgs although across all employers about 50/50 While they may be MANAGED separately – it is widely agreed that these initiatives share influence Agreement that mental health in employees = to wellness and should be viewed on par
  • 22. Intersection • Mental & physical - baseline • Evolution to address additional and customized areas • Baseline – know where you started & WHY • Buy-in at both levels • Design approach – no one size
  • 23. Final thought “Employee engagement is the emotional commitment the employee has to the organization and its goals. This emotional commitment means engaged employees actually care about their work and their company. They don’t just work for a pay check, or just for the next promotion, but work on behalf of the organization’s goals. When the employees care – when they are engaged – they USE discretionary effort.” -respondent

Editor's Notes

  1. Talent Wars, exedus of the baby boomers, talent drought and other factors have made employee benefits and particularly ENGAGMENT AND WELLNESS efforts central to organizations as they continue to struggle to move business forward and grow strategic initiatives.
  2. Generally across all industries – there exists a pattern of these priorities for both Executives and HR Managers
  3. There are significant differences in the how the two groups view these priorities and or plan to address them
  4. Employee engagement and wellness have become analogous – intersecting executive and managerial priorities – in turn creating new opportunities for measurement and strategies that produce results
  5. There are significant differences in the how the two groups view these priorities There are significant differences in the how the two groups view these priorities and subsequently to tackle these I.e. for those industries leaders looking to demonstrate Impact of these initiatives – year of year claims reductions would be a natural source of verification Versus those
  6. There are significant differences in the how the two groups view these priorities and subsequently to tackle these I.e. for those industries leaders looking to demonstrate Impact of these initiatives – year of year claims reductions would be a natural source of verification Versus those
  7. Movement to exchanges – 2015 – TREND is wait and see – implications & complexities of Cadillac tax etc… And extremely dependent upon location, size & culture Investment in technologies – controversial – executives appear to have increased appetite for these moves versus HR managers Benefit consumption – Extreme transition related to the tension between baby boomer exodus & Mellenials
  8. Kaiser Family Foundation reports
  9. 60% of all businesses (AON 2014) report a budget 30% report increases for 2015 and anticipated in 2016
  10. 60% of all businesses (AON 2014) report a budget 30% report increases for 2015 and anticipated in 2016
  11. Realtime- immediate – flexible – wearables, apps etc…. Reward – traditionally utilizes to gain participation as initiatives mature focus should shift to encouragement used as refine wellbeing initiatives AND tie to strategic priorities – i.e. attachment to benefit costs, culture change, recruitment/retention = all offer opportunities for tailoring or customized incentive management
  12. Forbes reported in 2013 on a study that noted upwards of 70% of all employees are “disengaged:
  13. Forbes reported in 2013 on a study that noted upwards of 70% of all employees are “disengaged:
  14. Right employees get the right programs i.e. Construction companies with high accident rates versus transportation industry which needs to combat the impact of a largely sedentary workforce OR retail industries that must address turnover AND inventory risk concenrs – building engagement and loyalty to company and brand AS your strategy evolves it is important to EXAMINE the goals of your wellbeing initiative in line with your workforces and your business needs – demonstrating your program design is responsive in this fashion will move the intiative forward year over year
  15. WELLLBEING
  16. Why is this important – where the supervision of these efforts sits will shape and define the focus and intiative. Effective models create a high level of interplay between functional areas and integration in the program design
  17. SAMSHA Some models identify as few as 6 and as many as 9 and 10
  18. Virgin Pulse