WELLBEING AT WORK: CREATING A MEANINGFUL EMPLOYEE EXPERIENCE

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The Wellbeing
Imperative
Beyond health: sustainable productivity and performance
© 2019 JOSH BERSIN | ALL RIGHTS RESERVED | NOT FOR DISTRIBUTION | LICENSED MATERIAL
Josh Bersin
Global Industry Analyst
June, 2019
@Josh_Bersin
www.joshbersin.com

© 2019 JOSH BERSIN | ALL RIGHTS RESERVED | NOT FOR DISTRIBUTION | LICENSED MATERIAL PAGE 6
1.  A new world of work: talent in the age of machines
2.  Employee anxiety: earnings and time
3.  Sustainable productivity: employee experience
4.  Beyond engagement: a total experience
5.  Wellbeing: the new corporate imperative
The Wellbeing Imperative: A New Corporate Imperative
Join the Academy: https://bersinacademy.com

7
A New World of Work
Talent in The Age of Machines
1

Source: Robots: The new low-cost worker, Dhara Ranasinghe, CNBC, April 10,2015.
https://www.cnbc.com/2015/04/10/robots-the-new-low-cost-worker.html
Source: China Can’t Buy Enough Industrial Robots, Jethro Mullen, CNNTech, June 23, 2016 http://money.cnn.com/2016/06/23/technology/china-industrial-robots/index.html
expect the role of AI, Robotics, and
automation to “increase significantly”
over the next 2 years.
83%
of CEOs
The Robots Have Arrived
41%
Of companies are already
implementing automation
across multiple functions
and 9% enterprise-wide.
only 24%
See jobs going away,
yet 83% see demand
for new skills or new
jobs as a result.

Source: U.S. Bureau of Labor Statistics
Gap
Widening
Continued Shift To A Service-Based Economy

Internal Issues
§  Attracting and retaining talent 62%
§  Skills for digital business model 52%
§  Developing next gen leaders 41%
§  Aligning comp with performance 28%
§  Reducing cost 22%
External Issues
§  Risk of recession 44%
§  Political instability 39%
§  New competitors 29%
§  Declining trust 28%
CEO’s Perspective: Talent Critical To Success

Historically productivity is slowing
i-Phone
launched
100 million
Twitter users
Source: U.S. Bureau of Labor Statistics
History of Workforce Productivity
1 billion
smartphones

§  PWC and Conference Board see economic slowdown in
US, Europe and China to 3% or lower.
§  All major economies see shrinking population:
US Birth Rate now at 1.7, UK is 1.8, Germany is 1.5,
Japan is 1.4
§  Lower birth rate will create a shortage of workers, forcing
companies to grow through “increased productivity and
quality of labor.” (read “skills”)
§  HR leaders will rule. Engagement, productivity, and
learning will be the growth drivers for the future
Economic Growth Now Depends On Productivity

“Since 1840 there has
been an increase in life
expectancy of three
months for every year.”
Gratton, Lynda; Scott, Andrew.
The 100-Year Life
By 2050, 22% of the US
workforce will be over 55, up
from 8.5% today.
Increase in Life Expectancy Over Time
A New Workforce: The Longevity Dividend
Workers over the age of 55
represent the fastest
growing segment of the
workforce in next 20 years.
The Longevity Economy: Unlocking the World's Fastest-Growing, Most Misunderstood Market, Joseph Coughlin

Alternative Work Isn’t Alternative Any More
Since 2000 the number of W-2’s dropped by 4%.
The number of 1099’s has gone up by 23%.
57 Million Americans freelanced in 2018,
up 8% in the last four years
42% of people under the age of 34 are freelancers

15
Workforce Anxiety
Is High
2

Employees’ Rising Skills Anxiety
83% of
Employees
believe it is their
responsibility to
reskill themselves
Edelman Trust Index 2019,
Mercer Talent Trends 2019
n=7,800 respondents

Wages Not Keeping Up
American paychecks are bigger than 40 years ago,
but their purchasing power has hardly budged.
http://www.pewresearch.org/fact-tank/2018/08/07/for-most-us-workers-real-wages-have-barely-budged-for-decades/
https://www.nytimes.com/2018/09/14/opinion/columnists/great-recession-economy-gdp.html
All data is adjusted for inflation.
51% of Americans believe their income
is not keeping up with inflation
(PWC, Fall 2018) n=1,600

US Suffers From Financial Illiteracy
•  40% of adults rated a C, D or F on personal finance literacy
•  1/3 of Americans pay minimum credit card balance and average credit
card debt is $15,000
•  Median retirement balance is only $3,000
•  50% of American households have no savings
This Has Huge Impact on Work
•  Financial stress lowers productivity by $250 billion per year
•  15% of college graduate salaries goes to student loan debt
•  64% of millennials feel financially stressed, 32% say it impacts their
daily work
•  33 peer reviewed studies correlate financial stress to health and
heart attacks
https://www.huffingtonpost.com/douglas-p-mccormick/financial-literacythe-big_b_10264622.html
2018 TIAA Institute – GFLEC Personal Finance Index
Gaps In Financial Wellbeing

§  One in six people globally now have one mental or
substance abuse disorder (1.1 billion people)
§  Anxiety disorder is now the #1 mental health issue cited
§  In UK 67% of people feel more stressed than five years ago
§  In US depression is up 33% since 2013 (47% for Millennials)
§  55% of US employees have experienced job burnout
§  The market for meditation apps and training is now $1.2
billion in the US and will reach $2 b by 2022.
§  While 2/3 of employees take time off for physical illness less
than 1/3 take time off for stress or mental anxiety
§  In China more than 104 million people already have fitness
or mindfulness apps installed.
The Anxiety Economy

Workforce Anxiety Among Young Workers High
Younger
workers feel
the most
stress

Top Financial Stress Drivers
§  Retirement
(54% willing to postpone retirement to improve financial situation)
§  Healthcare
(20% willing to take less pay to improve healthcare program)
§  Emergency savings
(40% of employees do not have sufficient savings for long term job
loss, and only 49% believe income is keeping up w/inflation)
Creates Productivity Loss
50% of stressed workers spend 3 hours or more per week
worried about finances. 20% spend 5 hours or more
Financial Stress Overtakes Work Stress
35% of Millennials, 44% of Gen-X, and 21% of Boomers
worry about paying bills each month
PWC: Financial Stress and the bottom line, 2018, 2018, n=1600

New Skills Needed: Jobs More “Hybrid” Than Ever
2.8
2.9
3
3.1
3.4
3.6
4.4
4.5
5.5
5.5
5.6
5.7
6.5
9.8
0 1 2 3 4 5 6 7 8 9 10
Head of Customer Experience
Reliability Engineer
Marketing Content Manager
Guest Experience Manager
Licensed Realtor
Head of Partnerships
Peronsal Loan Consultant
Brand Partner
Big Data Developer
Full Stack Engineer
Customer Success Manager
Sales Representative
Data Scientist
Machine Learning Engineer
Most In-Demand Jobs 2018
Soft Skills
Tech
https://economicgraph.linkedin.com/research/LinkedIns-2017-US-Emerging-Jobs-Report
Most In-Demand Skills
1.  Management
2.  Sales
3.  Communication
4.  Marketing
5.  Start-ups
6.  Python
7.  Software development
8.  Analytics
9.  Cloud computing
10.  Retail
Most In-Demand Capabilities
1.  Adaptability
2.  Culture fit
3.  Collaboration
4.  Leadership
5.  Growth potential
6.  Prioritization

Tremendous Need for Soft Skills
(Universities do not)
1.  Soft skills are the biggest gap
area seen by employers (42%
higher gap than technical skills)
2.  Universities under-estimate the
demand for technical skills by
300%
3.  Universities are over-estimate
the need for soft skills by 30%
4.  Universities are almost twice as
confident about workforce skills
than employers
Workday-Bloomberg Building Tomorrow’s
Talent, Survey 200 organizations, Fall 2018
35% 34%
24%
7%
Well prepared Missing soft
skills
Missing hard
skills
Missing both
types of skills
How Prepared Are College Grads To Perform In
A Professional Environment
Employers are 42%
more worried about
soft skills than
technical skills

Career Growth Is Now The Most Important Thing
[CATEGORY
NAME]
[PERCENTAGE]
Working too hard, travel,
unhealthy work environment
12%
Inability to get promoted
11%
Not getting adequate raise
11%
Misalignment with company
mission or purpose
10%
Poor relationship with manager
9%
Lack of respect for CEO or
leadership
8%
Poor relationship with team mates
or peers
6%
Other
13%
What Is The #1 Thing That Would Make You Look For A New Job?
N=2,800 professionals, Fall 2018, Bersin and LinkedIn Research,
https://www.linkedin.com/pulse/want-happy-work-spend-time-learning-josh-bersin/

25
Sustainable Productivity:
Employee Experience
3

Sources: Deloitte Human Capital Trends 2014 and 2015, Edelman trust index 22019
The “average” US worker now spends
25% of their day reading or answering
emails
Fewer than 16% of companies have a
program to “simplify work” or help
employees deal with stress.
More than 80% of all companies rate
their business “highly complex” or
“complex” for employees.
The average mobile phone user
checks their device 150 times a day.
The “average” US worker works
47 hours and 49% work 50 hours or
more, 20% at 60+ hours
40% of the US population believes it
is impossible to succeed at work and
have a balanced family life.
Employees Are Overwhelmed
49% of workers would rather
have more time than more
money

Employees Are Wasting Time
Less than 10%
39%
10% to 20%
34%
21% to 30%
16%
31% to 40%
7%
41% or more
4%
What percent of your time is wasted searching, deleting
emails, or responding to messages that do not help you get
your work done?
27% of employees spend
more than 20% of their
time on messages that
do not help them get
work done

The Mindset Shift: Sustainable Productivity
Approach your employees just like
you do your customers….
Do things FOR them, not TO them.

Job
Candidate
New Hire
Onboarding
Alumni
Off
Boarding
Goal Setting
Performance
Development
Planning
Parental
Leave
Learning
Accreditation
HR In The Flow of Work
Promotion
New Role
Employee Experience: Moments That Matter

But Too Many Options… Where Do We Start?
Mindfulness
Wellness Programs
Health Insurance
Recognition
Feedback Systems
Management
Great technology
Teamwork
Email policies
Unlimited Vacation
High salaries
Employee Resource Groups
Employee feedback
Training
Personal coaching
Safety Programs
Stock Options
Parties
Free Food
Fast Growth
Exercise Facilities
Game Rooms
Yoga
Employee Assistance
Volunteer Time OffInspirational
Leadership
Commute voucher
Mental health
Financial fitness
Pets at work
Parental leave
Leadership opportunity
Health club fees

1.  Pawternity (pets)
2.  Fertility support
3.  Life coaching
4.  International retreats
5.  Free beer
6.  Free breakfast, lunch, dinner
7.  Spa services
8.  Nap rooms
9.  Elder care (parents, not you)
10.  Required time off
11.  Service sabbatical
12.  Pet bereavement
13.  Office farmer’s market
14.  Weather based flex time
15.  Wedding leave
The Escalating War For Perks, Does It Matter?
16.  Pet health insurance
17.  Unlimited vacation
18.  Peer to peer coaching
19.  Student loan forgiveness
20.  Commuting allowance
21.  Car loan repayment
22.  Audio aids for hearing
23.  Transgender benefits, surgery
24.  No meetings Wednesdays
25.  Pets in the office
26.  Cooking classes
27.  Career coaching
28.  Life coaching
29.  Free gym membership
30.  Sleep apnea checks
The increased scope of these programs points to a need for
personalization: ore than half of respondents (56 percent) said that
the well-being programs their employers offered were irrelevant. -
Global Wellness Report, 2019

What Employees Want
But: The increased scope of these programs points to a need for
personalization of programs–more than half of respondents (56 percent)
said that the well-being programs their employers offered were irrelevant.

Jabra: The Technology Paradox C-suite perspectives on the productivity puzzle? 688 C-level interviews globally, 2019
§  71% of companies say productivity is an urgent issue
but nobody is taking ownership
§  62% of respondents believe this is the CEO’s or
board’s problem
§  Only 7% of HR leaders believe they have a
responsibility for workforce productivity.
§  Yet the biggest issues cited are HR and IT related:
§  Technical issues with tools
§  Too many emails or messages
§  Poor management communication
§  Disorganized systems and processes
§  Lack of flexibility to work from home
§  Overworked, under-resourced team
§  Office politics, favoritism
§  Too many meetings
§  Too much noise
Who Is Responsible For Productivity? You.

What Matters Most? Meaningful Work.
The nature of the
work itself
26%
Opportunity to learn and grow
19%
Company culture and work
environment
14%
The people you work with
14%
Making goals or hitting targets
12%
Getting a raise
4%
Getting promoted
3%
My boss
2%
Opportunity to travel or relocate
1%
Other
5%
What Is The #1 Thing That Inspires You To Be Happy And Work Harder?
N=2,800 professionals, Fall 2018, Bersin and LinkedIn Research,
https://www.linkedin.com/pulse/want-happy-work-spend-time-learning-josh-bersin/
The right job is
twice as important
as culture and four
times more
important than
money

35
Beyond Engagement
An Irresistible Experience
4

Engagement Is Improving, But Still A Challenge
Average 3.38
The Escalating
War for Talent
2016: 3.11
2017: 3.22
2018: 3.38
8.7% increase in three years

What Gives Us Energy At Work?
Maslow’s Hierarchy of Need
Physical Needs
Safety
Love
Belonging
Accomplishment
Esteem
Self
Actualization
Mission and Purpose
Personal Growth
Meaningful Work
Progression
Management
Small Intimate Team
Flexibility
Diversity, Inclusive
Salary, Benefits
Health, Wellbeing

Meaningful
Work
Hands-On
Management
Productive
Environment
Growth
Opportunity
Trust in
Leadership
Health &
Wellbeing
Autonomy Clear goal
setting
Flexible
work
environment
Facilitated
talent mobility
Mission and
purpose
Safety and
Security
Selection to fit Coaching and
feedback
Recognition rich
culture
Career growth
in many paths
Investment in
people, trust
Fitness and
Health
Small teams Leadership
development
Open flexible
work spaces
Self and formal
development
Transparency &
communication
Financial
wellbeing
Time for slack Modern
performance
management
Inclusive,
diverse culture
High impact
learning culture
Inspiration Psychological
wellness and
support
The Irresistible Organization: A Complex Topic
Derived from Simply Irresistible, © Deloitte Consulting LLP

Society’s
Needs and Demands
Desired
competencies
(knowledge,
behavior,
skills)
Open positions &
opportunities
Individual
needs/desires
Vision
Strategic
initiatives
Desired
business
outcomes
Values
Mission
Organization
needs
Mobility
Strengths
Development
needs
Career
aspirations
Annual goals
Succession
management
Career
development
Individual
Development
Plan (IDP)
Strategic
competencies
Workforce
planning
Performance
management
Development
planning
Redesigning The Career

Career development means
upward progression
Career development means
growth through new experiences
New positions
are offered to me
I seek out and find
new opportunities
Development focuses
on senior leaders
Development is available to
everyone
My manager decides
when I am ready for a new position
I decide
when I’m ready to change roles
My manager helps me
plan my career
My manager, mentor, and others
help me find job opportunities
Taking a new assignment
can be risky
Moving to a new position is respected
and considered key to growth
Traditional Today
Design The Organization For Growth

§  Western Electric manufacturing plant in 1920s
Psychologists attempted to understand what conditions at
work would improve productivity
§  Findings:
Turning the lights up improved productivity.
Turning the lights down also improved productivity.
It was the fact that management as paying attention to
workers that improved engagement, focus, and productivity
§  Management is critical:
Do your managers care? And do they know what to do?
The Hawthorne Effect: Management Attention Matters

Role of Manager: Action Of Any Kind Matters
7
Points
Higher
8X More
likely to be
engaged
Employees with managers who create
action plans are 7% more engaged
than their peers
Employees with managers who take
action are 8X more likely to be rated
“engaged” than those who do not.
Glint inc. research conducted with clients in Spring, 2019

Employee Engagement Market Evolves
Once per year.
Focus on management.
Benchmarked annually.
Rigid questions asked
year after year.
Focus on benchmarking.
Agile surveys as needed.
Pulse on regular basis.
Feedback on mobile or apps.
AI-based action plans.
Immediate feedback.
Focus on feedback.
Many sources of data.
Recommendations driven by
nudge and suggestion.
Open to HRMS, ONA, and other
behavioral data.
Focus on behavior change.
Engagement 1.0 Engagement 2.0 Engagement 3.0
Survey technology. Web, mobile, analytics. AI, nudges, real-time sensing.
The top-down annual
engagement survey
Pulse surveys
with intelligent sensing
Intelligent nudges,
Focus on everyone

44
Wellbeing As New
Corporate Strategy
5

The Corporate Wellbeing Market Explodes
•  Valued at $48 billion, the workplace wellness
market is growing at 4.8% per year
•  These include a wide variety of services,
products, and platforms, such as health
screening assessments, diagnostic tests,
incentive programs, wearable devices,
counseling services, and financial tools
•  They serve a wide range of needs, from
exercise, healthy eating, and sleep, to chronic
illness, obesity, addiction, depression, financial
health, and stress.
https://globalwellnessinstitute.org/wp-content/uploads/2018/10/Research2018_v5webfinal.pdf

In 2018, wages increased by only .2% after inflation.
Where is payroll spend going? Benefits.
Companies are “taking care” of their workers.
Continued Increase In Corporate Benefits
2000 2018 Change
Percent of Payroll
Spent on Benefits 27% 32% +19%
Healthcare (well-being) 22% 31% +43%
Retirement 11% 31% +181%
Paid Leave 24% 20% -16%
Legally required 31% 15% -53%
Supplemental pay 11% 3% -76%

EmployeeVitality
Business Performance
Cost
Reduction
Labor
Productivity
Retention Productivity Collaboration Team
Performance
Leadership
Health
Monitoring
Employee
Assistance
Medical
Benefits
Fitness
Challenges
Nutrition
Exercise
Sleep
Stress
Sustainable Performance
Recognition
Skills and
Training
Work
Environment
Rewards
Leadership
Management
Clear Goals
Growth
Opportunities
Drive
Wellbeing
Self
Discovery
Career
Purpose
Mindfulness
Abundance
Mentality
Positive Thinking
Culture Fit
Family
Wellbeing: The New Performance Equation
VC Data: CB Insights

Safety
Physical
Health
Mental
Fitness
Financial
Fitness
Community
Building
Purpose
Meaning
Accident prevention Diet, weight, blood
health
Stress relief,
mindfulness
Financial counseling
and education
ERG and community
programs
Corporate purpose
and mission
Safety training and
compliance
Exercise, yoga,
fitness, competitions
Management
behavior, goals
Savings plans, loans,
budget programs
In house interest
groups and teams
Leaders set a healthy
example for life and
work style
Culture of safety and
health in all roles and
locations
Mindfulness, Sleep,
rest, vacation
Family, community Debt reduction
programs, tuition and
mortgage assistance
Family relationships
and support programs
Investments in career
growth and employee
development
Monitoring and study
of accidents and
injuries
Maternity, disease,
special care
Addiction, coaching,
psychological support
Retirement, legal, and
other consulting
support
Sponsorships with
schools, hospitals,
non-profits
Investments in
environment and
sustainability
Facility, workplace,
and deskless worker
programs
Preventive care
screenings and tests
Episode support and
life-event resources
Pay review, pay
transparency,
competitive pay
Volunteerism
program, days off,
sabbatical
Focus on organic,
supplies and supply
chain health
Six Major Elements Of A Total Wellbeing Program
© Josh Bersin Academy, Wellbeing at Work Framework

Expansion Of Wellbeing Offerings Continues
Wellbeing Programs
Do Work
Among those who measure outcomes,
72% - improves engagement
69% - improves healthcare costs
62% - improves culture
53% - improves productivity
Best Practices
Wider breadth of offerings
Offering wearables (50% are exploring)
Offer incentives (83%)
Leadership involved
Offer program to families
Strong communication program

Culture-Enabling and Healthy Environment Matters

Wellness Apps Now Used More Than Twitter
290% reduction in
workers compensation claims
65% more engaged
than non-users
9% greater work
productivity
Source: VirginPulse Client Research, 2017

Maturity Model for Wellbeing Strategy
Level 1: Wellbeing as a Healthcare Benefit
Value: reduced cost, reduced turnover, improved insurance expense
Focus on disease reduction, accident prevention, overall health of workforce
Level 2: Wellbeing for Personal Improvement
Value: make work life better, reduce stress, help employees with personal and financial wellbeing
Focus on personal, family, and financial support, education, job, and off the job tools and support
Level 3: Wellbeing for Business Performance
Value: reduce wasted time and energy at work, help people with schedule, travel, priorities, train managers
Focus on performance sustainability, attention, focus, education, career, and total performance at work
Level 4: Wellbeing for Social Good
Value: organization as a force for good; sustainability, health, and value to community
Focus on contribution to society outside of work, communities, localities, political alignment
© Josh Bersin Academy, Wellbeing at Work Framework

Importance of Relationships: World Happiness Research
Research shows need for social cohesion, relationships, and trust
Happiness
Index (1-10)
Health: Life
expectancy
Income per
Capita
Social
Support
Trust In
Institutions
United States
2006 to 2016 -5.6% +1.6% +0.3% -6.2% -16.1%
Nordics vs. US 10.9% +0.1% -1.1% +5.6% +48.6%
Source: World Happiness Report, 2018, Heliwell, Sacks, Layard, Cantril Ladder Methodology
September 2017 Harvard Business Review, “Work and the Loneliness Epidemic”
“During my years caring for patients, the most common pathology I saw was not
heart disease or diabetes; it was loneliness.
Today 40% of adults in America report feeling lonely.”
-Former Surgeon Admiral Vivek Murthy

Trust Is The New Business Currency
Majority believe the system is failing:
https://www.edelman.com/research/2019-trust-barometer-global-results
The system
is failing me
46%
Believe
Trust my
employer
Yet
75%
Edelman Trust Data
Only
48%
Trust
government

The Industrial
Corporation
Hierarchical
Leadership
Collaborative
Management
A Networks
of Teams
<1950s 1960s-80s Today 1990s
Andrew Carnegie
Henry Ford
Netflix, Google,
Facebook, Amazon
Jack Welch
Peter Drucker
Howard Schulz
Steve Jobs
Profit, Growth,
Financial Engineering
Customer Service,
Employees as Leaders
Mission, Purpose,
Sustainability
Operational
Efficiency
2020
Industrial Age
People as Workers
Management by
Objective
Servant Leadership
Work Together
Empower the
Team
The Corporation
is King
The Executives
are King
The Teams and
Team Leaders are Kings
The People are
King(s)
Citizenship, Trust,
Growth, Learning
Productivity, Wellness,
Responsibility
Unilever, Allbirds,
Patagonia, Whole Foods
The Individual,
Community, and Team
The Trusted
Enterprise
The Trust Era: A New Paradigm For Management

In Today’s Economy, Trust Pays Off

Wellbeing at Work:
The New Strategic Imperative
https://bersinacademy.com

2019: A Year For Action
Wellbeing is the new corporate imperative
Health, fitness, performance, and productivity
www.bersinacademy.com

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