Wellbeing programs are here to stay. Whether it is annual flu shots or more complex programs that integrate a variety of services, wellbeing programs are continuing to increase in popularity.
The purpose of implementing corporate wellbeing programs is however continually evolving. More and more companies are beginning to look beyond the tangible cost numbers and taking a whole-person approach to their programs. So what’s driving this transformation?
The intangible VOI
There is growing evidence, supported by surveys and studies from Gallup, and other independent organizations that when employers care about the overall wellbeing of their employees, it results in a broader set of benefits to the organization. Among the many benefits, empowering individual employees to take responsibility for their overall wellbeing results in increased tenure at the organization, better collaboration with co-workers, higher productivity, and last but not least, better health and presenteeism.
All of the above benefits can not only save costs for the organization but also result in increased revenue over a period of years. Additionally, wellbeing programs can also generate intangible value to the business in the form of a mindful workforce, loyal employees, and talented human resource capital.
Making wellbeing programs count
These revelations are beginning to inspire and challenge many companies to rethink wellness in the larger context and change their approach to how such programs are implemented. Some companies are already breaking from the mold and implementing non-traditional wellbeing initiatives that focus on the physical, family, community, career, and financial wellbeing of individuals. They understand that the foundation for tomorrow’s business is built on the wellbeing of today’s employees.
Given that we are on the cusp of a significant turn in human resource management, this may just be the right time for your organization to join the revolution in employee wellbeing and gain some early competitive advantage. Thinking beyond the short-term numbers and building a strong human resource foundation may just be the secret sauce for building a strong and enduring organization.