This document summarizes the results of an employee well-being assessment conducted at a call center company with 600 agents. The assessment measured well-being across 8 domains and found that facilities, physical health, and psychological health were most closely linked to sickness absence. Employees in the lowest quartile for facilities well-being were over twice as likely to take more than 4 days of sickness absence and 11.5 times more likely to leave the company compared to those in the highest quartile. The assessment identifies priorities such as improving canteen provision, parking, rest areas, shift patterns, and manager awareness training to help boost employee well-being.

1. Workplace, Work and Well-Being:
Joining the Dots
Dr Bridget Juniper, CPsychol
© 2015 Work and Well-Being Ltd

2. Agenda
• About Us
• Employee Well-Being
• Linking Employee Well-Being and the Workplace
• Case Study
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3. Work and Well-Being Ltd
• We measure and manage employees' health and well-being
• Our approach is independent and is based on an established, scientific
method that has won industry and academic awards
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4. Employee Well-Being
• Employee well-being is subjective and dynamic
• It is employees’ interpretation of an event rather than the event
itself
• It captures what’s important to employees themselves
• It is multi-dimensional
• It varies between sectors, organisations and roles
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5. Employee Well-Being
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6. Employee Well-Being
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7. Importance of Employee
Well-Being
‘Conservative estimates
show that the cost of
impaired health equates
to 15% of salary costs.’
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Ashridge Business School, 2011

8. Importance of Workplace
• Workplace responsible for 24% of job satisfaction – affects performance
by 5% for individuals and 11% for teams (Commission for Architecture
and the Built Environment)
• 85% of respondents say workplace wellness is critical (CBRE, 2014)
• 60% of HR professionals believe workplace has a large or very large
impact on productivity (Spaceworks, 2006)
• Why is workplace so neglected in discussions on leveraging staff costs
(90%) and performance?
• Rarely featured in HR manual
• Not picked up in most staff surveys
• HR and FM unusual bed fellows
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9. 9

10. Our Assessments
• Enable systematic measurement of employee well-being
• Identify and rank most important factors using Impact Analysis
• Based on robust clinical measurement practices
• Link to business outcomes
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Standard Sector Specific
Employee Well-Being Assessments

11. Case Study
• Call Centre
• 600 agents
• 7% sickness absence
• 35% attrition
• £3.4m cost per year
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How does call agents’ work impact
on their well-being and performance?

12. The Assessment
Hastings Direct Report
Assessment constructed systematically using Impact Analysis methodology
(Juniper et al., 2010)
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13. Well-Being Domains (33Q)
013
Domain Description
1. Banked Time (BNK) Impact of banked time issues on well-being
2. Development (DVL) Impact of career development on well-being
3. Facilities (FAC) Impact of facilities on well-being
4. Food & Beverage (F&B) Impact of F&B provision on well-being
5. Physical (PHY) Impact of physical health issues on well-being
6. Psychological Health (PSY) Impact of psychological health issues on well-being
7. Management (MGT) Impact of management on well-being
8. Work Home Interface (WHI) Impact of WHI on well-being

14. Customer Services (2.52)
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Rank Question Domain
Mean
Score
1 Vending machines are convenient to your floor F&B 3.17
2 Shift patterns are family friendly WHI 3.14
3 It is easy to carry over holiday that you haven't yet taken BNK 3.09
4 It is easy to book a day's holiday at short notice eg within one week WHI 3.07
5 Car parking provision is satisfactory FAC 2.99
6 Work stations are kept clean FAC 2.91
7 Air conditioning on your floor is well regulated FAC 2.76
8 Feeling motivated by opportunities for promotion DVL 2.75
9 Looking at your screen for a long periods without developing eye strain PHY 2.70
10 The break-out/rest areas are relaxing and restorative FAC 2.65

15. Facilities
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16. Food and Beverage
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17. Linking Absence with Well-Being
Those in FAC Low Well-
Being Quartile are over
twice more likely to
take 4 or more days
absence compared to
colleagues in the High
Well-Being Quartile
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Line Plot of % who have taken more than 4 days sickness over past 6 months
High Well-Being
High Mid Well-Being
Mid Low Well-Being
Low Well-Being
14%
16%
18%
20%
22%
24%
26%
28%
30%
32%
34%
36%
38%
40%
%whohavetakenmorethan4dayssicknessoverpast6
months

18. Linking Attrition with Well-Being
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People in FAC Low
Well-Being Quartile
are 11.5 times more
likely to leave
compared to
colleagues in the
High Well-Being
Quartile
Line Plot of % of people likely or very likely to leave
High Well-Being
High Mid Well-Being
Mid Low Well-Being
Low Well-Being
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
%ofpeoplelikelyorverylikelytoleave

19. Linking Absence with Well-Being
Physical Health,
Facilities and
Psychological Health
factors are most
closely linked to
sickness absence
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p-value
0.0000035
0.0000393
0.0000556
0.0006375
0.0007878
0.0034337
0.0044070
0.0138209
0.000 0.002 0.004 0.006 0.008 0.010 0.012 0.014 0.016
PHY
FAC
PSY
BNK
WHI
F&B
MGT
DVL

20. Well-Being Priorities
• Facilities: canteen provision, car parking, vending machines, hygiene
etiquette, more lockers, refresh rest areas
• Physical health: shifts, eye strain, breaks, tea trolley
• Psychological health: resilience, sign posting, manager awareness
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