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The ROI of Workplace Well-Being
The document discusses the business case for workplace wellbeing, highlighting how various factors like physiological conditions and social needs affect employee health and productivity. It outlines the direct costs associated with poor wellness, including absenteeism and healthcare costs, emphasizing the high potential ROI of investing in workplace wellbeing programs. Statistics reveal significant impacts on employee engagement and health-related costs, suggesting that companies can achieve substantial reductions in health risks and costs over time.
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The ROI of Workplace Well-Being
- 1. © 2014 GlobalWorkplace Analytics The ROI of Workplace Wellbeing Kate Lister Global Workplace Analytics 1
- 2. Let us helpyou make the business case for your clients. © 2014, Global Workplace Analytics
- 3. PHYSIOLOGICAL lighting, temperature,food, movement, air quality, hydration noise, privacy, choice, stress, work-life balance, healthcare, control, ergonomics social needs, team dynamics, culture, connection, training, caring, brand respect, pride, contribution, trust, autonomy © 2014, Global Workplace Analytics
- 4. Why wellbeing? © 2014,Global Workplace Analytics
- 5. Because people are expensive! ©2014, Global Workplace Analytics
- 6. Math Ahead REMAIN CALM WARNING © 2014,Global Workplace Analytics
- 7. © 2014, GlobalWorkplace Analytics
- 8. © 2014, GlobalWorkplace Analytics
- 9. Direct Costs ofWellness: • Absenteeism • Healthcare costs • Disability • Workers comp © 2014, Global Workplace Analytics
- 10. Direct Costs = 15% ©2014, Global Workplace Analytics
- 11. © 2014, GlobalWorkplace Analytics Presenteeism
- 12. 36%x payroll © 2014, GlobalWorkplace Analytics
- 13. © 2014, GlobalWorkplace Analytics
- 14.
- 15. Chronic Disease RiskFactors © 2014, Global Workplace Analytics
- 16. © 2014, GlobalWorkplace Analytics
- 17. © 2014, GlobalWorkplace Analytics
- 18. LOOK FAMILIAR? © 2014, GlobalWorkplace Analytics
- 19. © 2014, GlobalWorkplace Analytics
- 20. © 2014, GlobalWorkplace Analytics
- 21. © 2014, GlobalWorkplace Analytics
- 22. © 2014, GlobalWorkplace Analytics
- 23. Claims © 2014, GlobalWorkplace Analytics
- 24. Chronic Disease © 2014, GlobalWorkplace Analytics
- 25. % of Workforce ©2014, Global Workplace Analytics
- 26. 86% © 2014, GlobalWorkplace Analytics
- 27. 3x to 10x moreunhealthy days/month © 2014, Global Workplace Analytics
- 28. Multiple Risk Factors HeartDisease • Obesity • Tobacco use • High blood pressure • High cholesterol • Inactivity • Stress © 2014, Global Workplace Analytics
- 29. 63% not engaged 24%disengaged © 2014, Global Workplace Analytics
- 30. -‐60 -‐50 -‐40 -‐30 -‐20 -‐10 0 10 20 30 Absenteeism Turnover Shrinkage Safety Incidents Patient Safety Incidents Quality (defects) Customer Productivity Profitability Engagement Impact © 2014 Global Workplace Analytics 22% 21% 10% 41% 41% 48% 28% 45% 37% Gallup 2013 “State of the American Workforce Report”
- 31. © 2014, Global Workplace Analytics $11,079 $7,388 $4,395 Suffering Struggling Thriving Health-Related Costs to Employer, By Wellbeing Category Gallup 2013 “State of the American Workforce Report”
- 32. © 2014, GlobalWorkplace Analytics
- 33. Year 1 Year 5+ 52% 84% Reducedhealth risks © 2014, Global Workplace Analytics
- 34. ROI = 144% to3,000% © 2014, Global Workplace Analytics
- 35. Only 11% © 2014, GlobalWorkplace Analytics
- 36.
- 37. What Works? © 2014, GlobalWorkplace Analytics
- 38. In the Building Photocourtesy of ScanHealthplan © 2014, Global Workplace Analytics
- 39. Outside the Building ©2014, Global Workplace Analytics
- 40. © 2014, GlobalWorkplace Analytics
- 41. © 2014, GlobalWorkplace Analytics Place
- 42. © 2014, GlobalWorkplace Analytics Place People
- 43. Time to Share © 2014,Global Workplace Analytics
- 44.