Safety vs Wellbeing Programs – How to Boost Employee Engagement

Editor's Notes

1. This is a photo of my Uncle Jim, sadly he passed away earlier this year.   He was a very influential man on my life. A man who came from humble beginnings in Western Sydney to CFO for a Global mining company, who loved his wife and family above all else. A truly remarkable man.   However he was one of the greatest wind merchants you would see.   He would often tell me that he wouldn’t survive in todays workplace.   Curious I would ask him why?   He would tell me because he couldn’t smoke!   Now every inch of my health professional brain wanted to tell him all the reasons why smoking is bad for our health but when I really thought about what he was saying, he was right.   Everything About Smoking Was Good For Your Health…. Except The Cigarette.   Back then when people were put under pressure, they would get up from their desk, walk outside, breathe deeply (on a ciggie) for a few minutes and maybe socially connect with a colleague. They would return to their desk ready to solve whatever problem they needed to, until the nicotine cravings start to kick in a few hours later.   Now the work place has changed a lot since you could smoke in an office and in the last 5 years we have seen more change than ever before.   And we know that right now Mental Health is at a tipping point.  
2. As many presenters have mentioned before me there are Financial pressures/insecurity Changes to daily routine with flexible work Global instability Decreased social connection, increased loneliness   The workplace has an essential role to play in improving wellbeing for everyone.   My outcome for you today is to not just give you stats and facts on what employees want because we know wellbeing is now top of that list. But to give you frameworks to create meaningful wellbeing change at work.  
3. I’m Greg Stark Director of Better Being, author of Sweat Equity Started my career working in High Performance with elite athletes Brought these principles of high performance to corporate world working one on one with executives Having experienced greater wellbeing outcomes themselves wanted to share this with their teams However when we started working with their teams we found that the people choosing to join the wellbeing initiatives were the people already doing all the right things – eating well, sleeping well, exercising, managing stress. The ones we needed to help the most were the ones who were stuck at their desks, feeling overwhelmed, stressed, disconnect and burnt out.
4. So we set out on a mission to discover how can we help people lead a happier and healthier work, life. I’m sure as HR professionals this is what you wanted when you set out on this career path.   WHAT IS THE GREATEST CHALLENGE YOU FACE WHEN SUPPORTING YOUR EMPLOYEES WELLBEING?   Over the last 10 years we have implemented strategies across many organisations from 50 to 50 000 people. Across industries from white collar to blue collar with great success using the same principles.
5. When started to look at how we can achieve success we came across Maslows Hierachy of Needs.   MASLOW - a famous psychologist in 1940s for focusing on human potential and positive psychology.   Before this time it psychology was all about treating mental illness - depression, bipolar, schizoperia, anxiety.   He developed what is known as the Hierarchy of Needs – a model for promoting human performance.   PHYSIOLOGICAL NEEDS: what we eat, how much we sleep, are we getting enough movement SAFETY: financially, mentally and physically. LOVE AND BELONGING: connection to others ESTEEM: how you feel about yourself when you’re by yourself SELF ACTUALISATION: maximise our capabilities   According to the World Health Organisation, mental health is: A state of well-being in which: Every individual realises his or her own potential Individuals can cope with the normal stresses of life Individuals can work productively and fruitfully Individuals are able to make a contribution to her or his community   Wellbeing is not the absence of disease but the presence of performance.   What this model really said to me is that there is an undeniable link between our physical/mental wellbeing and our ability to perform at our best.   It also shows that if we stop at safety we are only doing part of the job. That we need to approach wellbeing from a perspective of helping people maximise capabilities.
6. This is supported by Australian Government (Comcare), Benefits to Business: The Evidence for Investing in Worker Health and Wellbeing, 2011 which found that Wellbeing Programs have a ROI of $5.81 for every dollar spent Safety Programs have a ROI of $2.21 for every dollar spent   The high ROI for wellbeing is due to the fact that Wellbeing influences more than workers compensation claims. No one has ever said I stayed with the company because I loved their manual handling training. They have said I felt as though the organisation valued me. Prioritising wellbeing is the way we make people feel valued.   Wellbeing Programs Have High ROI because:
7. Reduce Workers’ Compensation (RISK): decrease by 40.7% Reduce Turnover (RETAIN): Organisations that don’t promote health and wellness are four times more likely to lose talent. This costs organisations between 75-150% of the employee’s annual salary (Wellness and Productivity Management, 2009). Employee Attraction (ATTRACT): 91% of job seekers say its important their next employer supports their mental health but 45% of employees feel their health is NEVER supported. Employee Engagement (PERFORM): According to a study published by the World Economic Forum, employees who are physically and mentally healthy are nearly twice as likely to be engaged at work and less likely to leave their jobs (Lim & Kim, 2019).
8. Reduce Workers’ Compensation (RISK): decrease by 40.7% Reduce Turnover (RETAIN): Organisations that don’t promote health and wellness are four times more likely to lose talent. This costs organisations between 75-150% of the employee’s annual salary (Wellness and Productivity Management, 2009). Employee Attraction (ATTRACT): 91% of job seekers say its important their next employer supports their mental health but 45% of employees feel their health is NEVER supported. Employee Engagement (PERFORM): According to a study published by the World Economic Forum, employees who are physically and mentally healthy are nearly twice as likely to be engaged at work and less likely to leave their jobs (Lim & Kim, 2019).
9. Reduce Workers’ Compensation (RISK): decrease by 40.7% Reduce Turnover (RETAIN): Organisations that don’t promote health and wellness are four times more likely to lose talent. This costs organisations between 75-150% of the employee’s annual salary (Wellness and Productivity Management, 2009). Employee Attraction (ATTRACT): 91% of job seekers say its important their next employer supports their mental health but 45% of employees feel their health is NEVER supported. Employee Engagement (PERFORM): According to a study published by the World Economic Forum, employees who are physically and mentally healthy are nearly twice as likely to be engaged at work and less likely to leave their jobs (Lim & Kim, 2019).
10. Reduce Workers’ Compensation (RISK): decrease by 40.7% Reduce Turnover (RETAIN): Organisations that don’t promote health and wellness are four times more likely to lose talent. This costs organisations between 75-150% of the employee’s annual salary (Wellness and Productivity Management, 2009). Employee Attraction (ATTRACT): 91% of job seekers say its important their next employer supports their mental health but 45% of employees feel their health is NEVER supported. Employee Engagement (PERFORM): According to a study published by the World Economic Forum, employees who are physically and mentally healthy are nearly twice as likely to be engaged at work and less likely to leave their jobs (Lim & Kim, 2019).
11. How Do We Support Employee Wellbeing?   [Change Slide] ABOUT BETTER BEING When we look at Wellbeing in the Workplace we see there are 3 key components Policy Internal and external rules and regulations to keep people safe at work How to report and manage hazards/incidents Environment The physical, interpersonal and online environments for people to do their work Risk assessment   These are Work Design Factors – we don’t advise in this area but it is very important and mandatory. Psychosocial Safety Legislation.   Behaviours: What are the habits inside and outside of work that can influence what a person chooses to do. These behaviours have been broken down to what we call our 4 pillars of performance Mindset: social connection, resilience, drive Movement: how much structed and non-structured Nutrition: what we eat and drink Recovery: sleep and work/life boundaries These are Human Factors. Both are equally as important. For instance you might have a supply chain operator who is experiencing Fatigue Policy: 3x 8 hour night shifts are the maximum number of consecutive shifts Environment: equipment safety checks completed every day Behaviour: however they have been averaging 6 hours of sleep for the last 3 nights because they have discovered TikTok. Their risk of injury is double compared to if they have had a full 8 hours for the last 3 nights. OR You could have someone on the verge of burnout because they are being bullied by their manager, given an unrealistic workload and then hear a wellbeing program say go home and just do some meditation and everything will be fine. This leaves people feeling frustrated, isolated and overwhelmed.
12. All 3 elements are crucial but we need to go beyond fruit bowls, discounts to fitness classes or fancy online apps, we need to understand what drives people to change their behaviours. WHAT CAN YOU OFFER Health Insurance: Providing comprehensive health insurance coverage to employees and their families, including medical, dental, and vision benefits. 70.9% workplaces offer fully or partially subsidised health cover. ONLY BENEFITS ILL HEALTH, PREMIUMS WILL RISE FOR ORGANISATIONS, IF PROACTIVE STEPS ARENT TAKEN. Mental Health Support: Offering mental health counseling services, therapy sessions, or access to employee assistance programs focusing on stress management, anxiety, depression, etc. AVERAGE UPTAKE OF EAP SERVICES IS 5% WE’VE SPOKEN TO ORGANISATIONS THAT HAVE HAD 0.5% Flexible Working Arrangements: Allowing flexible work hours, remote work options, compressed workweeks, or job-sharing to help employees manage their work-life balance. HYBRID WORK MEANS BOUNDARIES ARE BLURRED. PEOPLE WERE LONGER HOURS TO COMPENSATE FOR LESS TRUST Work-life Balance Support: Providing paid time off, vacation days, parental leave, sabbaticals, or alternative work schedules to promote a healthy work-life integration. MENTAL HEALTH DAYS, PROBLEMATIC WHEN 75% OF EMPLOYEES AREN’T EVEN USING THE LEAVE THEY HAVE AVAILABLE TO THEM. HOLIDAYS SHOULD BE USED TO CELEBRATE NOT RECOVER Financial Wellness: Offering financial counseling, retirement planning, or access to resources that help employees manage their finances effectively. DISCOUNTS CAN BE BENEFICIAL, ADVICE IS HARD AND HIGHLY REGULATED Wellness Reimbursement: Providing a stipend or reimbursement for wellness-related expenses, such as fitness equipment, yoga classes, counseling sessions, or health-related apps. THESE ARE USUALLY ONLY UTILISED BY PEOPLE ALREADY ENGAGED WITH THEIR WELLBEING AND WOULD BE PAYING FOR THESE ACTIVITIES IN ANY CASE, RARELY IS IT ENOUGH TO SPARK CHANGE In-Office Perks: Incorporating relaxation spaces, meditation rooms, or designated areas for breaks and socializing within the office environment. THESE ARE OFTEN TOKENISTIC AND CAN BE SEEN TO BE GOLDEN HANDCUFFS TO GET PEOPLE TO STAY IN OFFICE LONGER. THEY CAN PROMOTE HEALTHY BEHAVIOURS . We are specialist in helping to optimise human behaviour to decrease risk and maximum performance and our programs focus on: Professional Development: Supporting employees' career growth and wellbeing through training, workshops, conferences, or mentorship programs. Wellness Programs: Implementing wellness initiatives such as fitness challenges, gym memberships, nutrition programs, or onsite workout facilities. ONE OFF SESSIONS AND CUPCAKES IN THE KITCHEN HAVE NO IMPACT AND IN SOME CASES HAVE THE OPPOSITE EFFECTIVE. HOW DO WE APPROACH THESE CHALLENGES?
13. With the sudden onset of COVID-19 Coca Cola Europacific Partners (CCEP) engaged Better Being to assist in helping their people navigate physical and mental challenges. During the majority of 2020, Better Being developed a complete corporate program that combined a tailored education strategy to help facilitate their growing business and subsequent employee wellbeing.
14. All our programs at Better Being are based on Dr Martin Seligmans work in workplace wellbeing engagement and the PERMA+ Model.   The PERMA+ Model states that for a workplace wellbeing program to be successful it needs 5 key components Positive Emotion Engagement Relationship Meaning Accountability   What does that look like in action? Positive Emotions Which is more engaging The High Performance Program OR The How To Avoid Dying From Too Much Stress And Working Long Hours Program Bullying Prevention vs Leading with Compassion – It makes people say “I’m not a bully but I can be a better leader” The principles for improving the outcomes of both are the same but to get maximum impact we need to utilise positive psychology principles We understand that there are a number of people who can be sceptical on this program before they start, we have a number of strategies to reduce the level of defence and once they commence they become the biggest advocates   Engagement Engagement is the cornerstone to everything we do We make sure at each step of communication, the next steps are clear, whether that is attending a workshop, uptake to EAP or making use of employee benefits   Relationships (Positive) Each individual is allocated their own dedicated Sport and Exercise Scientist, their coach who the meet every fortnight for a walking meeting over the phone. They get someone in their corner The coaching isn’t about having a list of objectives they must meet. It is about meeting them where they are at – having autonomy over the process. Some people might want to exercise more, sleep better, deal with stress. Perspective is for peer to peer coaching       Meaning Social connection is essential but harder in remote work environments. Interactions are meetings or emails. No longer activities. Wellbeing activities such as weekly stretch/meditation class become a great way for people to connect with their colleagues and doesn’t involve alcohol.   Accomplishment Wellbeing Index is 20 subjective questions based on key behaviours to wellbeing Helps individuals and organisations to Quantify their wellbeing Identify areas for development Track progress over time    
15. In 12 months CCEP achieved a 93% wellbeing engagement score through a workforce-wide survey. This was one of the highest engagement scores of all business units, reflecting the level of appreciation across the business for the support that program provides. What makes this wellbeing engagement score particularly remarkable is that it was achieved during a time of unprecedented challenges being faced by their people (posed by the Covid-19 pandemic) and also during a time of organisational change.
16. This culminated in them winning the 2022 HR Award for Best Health and Wellbeing Program.   "Given the wide variety of roles, shift patterns and demands across CCEP, it can be difficult to co-ordinate any session and have our people be willing to utilise their valuable time. Better Being have been willing to work with us to ensure these sessions are widely accessible to our people and our people are very keen to be able to access these sessions in their own time. The content is fantastic by itself, but the facilitators really bring it to life and make it incredibly engaging”   As Maslow suggests, in order to maximise ROI for your organisations focus not just on the absence of disease but the presence of performance.