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Elevating Well-Being as a Business Strategy with NWI

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Research shows a clear connection to business results, but even the best programs remain siloed, underutilized, and are often the first to get cut when budgets tighten. In this session, learn how to elevate your well-being program as a business imperative through strategic planning, bridge-building, and thoughtful analytics.

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Elevating Well-Being as a Business Strategy with NWI

  1. 1. The opinions expressed in this webinar are those of the presenter(s). NWI assumes no responsibility for views expressed and statements made by the presenter(s). Elevating Well-Being as a Business Strategy By Henry Albrecht
  2. 2. Elevating Well- Being as a Business Strategy
  3. 3. We invest in our employee experience So you can elevate yours
  4. 4. Henry Albrecht Founder, CEO
  5. 5. Meeting agenda 1. How we got here 2. Three barriers to well-being (and how to overcome them) 3. My challenge to you
  6. 6. How we got here
  7. 7. The history of work and our assumptions about what work is supposed to be have shaped traditional wellness programs.
  8. 8. Assumptions about how work is supposed to be… Colquitt,2017 Adversarial and contractual Monitoring and surveillance Feedback isprimarily negative Keeping score Money motivates
  9. 9. But it’s 2020… THE DEMANDS HAVE CHANGED UNDERSTANDING HAS EVOLVED SOLVING FOR THE WORKFORCE OF YESTERDAY WON’T WORK
  10. 10. Problem #1: Well-being programs are not viewed as strategic by the C- suite 10
  11. 11. C-suite priorities Profit Market Share Stock Price Probably… Great Company Awards Attracting Great Leaders Attract, Engage, Retain Top Talent Great Culture Maybe… Heart Health Home Life Stress Management Friendships at Work Definitely…
  12. 12. Start by connecting to what the C- suite probably cares about
  13. 13. What happens in one part of your life impacts all other parts 47%of employees say problems in their personal lives affect their performance (Bensinger et al., 2013) 37%of HR professionals agree employees miss work due to financial emergencies (SHRM, 2014) 50%of all illness in the US has stress has a contributor (U.S. Department of Health and Human Services, 2000) By its very nature, well-being is ‘whole- person’
  14. 14. Again, connect it to your CEO’s priority
  15. 15. Show how engaged workforces mean better results There’s one more connection to make
  16. 16. Every employee should know their company cares. Whole Person Care and support for the whole person Whole Company Every manager, team and leader inspires and supports you. Whole Ecosystem Relevant resource to the right person at the right time.
  17. 17. Problem #2: Punitive or Pavlovian approaches don’t move the needle
  18. 18. Remember, it is 2020 Colquitt,2017 Adversarial and contractual Monitoring and surveillance Feedback isprimarily negative Keeping score Money motivates Assumptionsabouthowworkissupposedtobe:
  19. 19. Incentivescan be harmful Colquitt,2017 What really drives engagement Convey lackof trust and respect Demoralize the behavior Prevent internalization of goal Meaning Choice Competence Trying something new Less enjoyable tasks Highly repetitive tasks Whenincentives are okay
  20. 20. Care > $$$ Let’s talk about the word care
  21. 21. LimeadeInstitute,2019, n=354 Care is related to well-being, engagement and inclusion 52% 75% 94% 43% 72% 94% 14% 72% 95% 0% 20% 40% 60% 80% 100% %Favorable Well-being Engagement Inclusion Org Does NOT Care Neutral Org Care Org DOES Care
  22. 22. 14% 28% 50% 16% 40% 56% 0% 20% 40% 60% 80% 100% LimeadeInstitute,2019, n=354 Care is related to lower stress and burnout % stress is manageable % disagree or strongly disagree to “Ifeel burnedout” %Favorable Org Does NOT Care Neutral Org Care Org DOES Care
  23. 23. 7% 36% 60% 9% 58% 91% 0% 20% 40% 60% 80% 100% Care is related to intent to stay and likelihood to recommend Intend to stay 3+ yrs Likelihood torecommend as a great place to work %Favorable ORG Does NOT Care Neutral Org Care Org DOES Care LimeadeInstitute,2019, n=354
  24. 24. Care is a verb Companies achieve better people and business results when they actively show CARE for employees, and help their employees care for themselves.
  25. 25. Problem #3: Well-being programs live in silos
  26. 26. • Treating employees with respect • Basic behavior standards and expectations • Fair policies • Internal comms • Manager and employee relations • Doing what we say we will • Autonomy • Enriching work • Engagement • Job design • Safety measures • Sexual harassment prevention • Fair pay • Health insurance • Benefits Ss Dr Ft Mw SAFETY + SECURITY DIGNITY + RESPECT FAIRNESS + TRUST MEANINGFUL WORK Wp Lc Ra G • Whole person well-being • Diversity and inclusion • Reducing our role in causing stress • Flexibility • Formal and informal listening processes • Employee engagement surveys • Transparent communication, share why • Recognition • Gratitude • Taking action on what you heard • Fulfilling careers • Challenge • Learning and development • Individual and organizational progress WHOLE PERSON LISTEN + CONNECT RECOGNIZE + ACT GROW • Personal purpose • Organizational purpose • Inspiring leadership • Extending care outside of the organization • Corporate social responsibility • Philanthropy Fp BwFINDING PURPOSE A BETTER WORLD Care is not retrained by silo boundaries
  27. 27. Whole Person Care and support for the whole person Whole Company Every manager, team and leader inspires and supports you. Whole Ecosystem Relevant resource to the right person at the right time. Care doesn’t work in silos. Care works in concentric circles
  28. 28. Breaking down silos requires leaving your comfort zone Connect to social responsibility efforts within your organization Pull together siloed teams for an activity to foster connectivity Incorporate whole-person well-being in onboarding
  29. 29. • Utilized program to unite departments and create space for collaboration and partnered with other business groups to promote the utilization and awareness of other programs • Used Limeade program to bring well-being to their part-time population for the first time ever • Implemented Ambassador Network for the first time in 2020 • “…this organization, hands down, cares more about their employees and their well-being than any other company I have company I have ever worked for.” 4.7/5 user satisfaction Named Fortune 100 Best Companies to Work For 4x Increased participation to 78% One example: program moves beyond physical well-being
  30. 30. Summary 1. Connect whole-person well-being to business results 2. Care > Cash 3. Concentric circles, not silos
  31. 31. Take your CHRO to coffeeWrite down three ways to incorporate CARE into your program Add an engagement, turnover, and one more new metric to your reporting My challenge to you Schedule five silo meetings
  32. 32. Reach out henry@limeade.com
  33. 33. Thank You

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