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Corporate Health and Well-being Practice
Why you should keep your employees healthy?
Healthy employees get better results. So do engaged employees. And they cost less.
Healthy, engaged organizations share common traits. They are empowered. There is a stable balance between demands and workload. Employees have the tools they need to get their jobs done. The organization is a true "employer of choice" and corporate social responsibility - with both employees and the broader community - is an integral part of its culture. And when employees do their jobs well, they are rewarded and recognized for it.
As a result, these employees are better motivated to give their employer their very "best stuff", are more capable, lose less time and over time spend fewer dollars on health and benefits-related claims.
Helping you make the link between employee well-being and corporate performance is the mission of our health and well-being practice.
Corporate Health and Well-being consulting includes:
Corporate Health and Well-being consulting includes three elements
- Helping leaders understand their organization's key health/well-being issues and related cost drivers, and define the performance-related objectives and outcomes that are important to them
- Identifying opportunities and implementing a broad range of health and well-being strategies for achieving the desired outcomes, and
- Putting in place the measurement tools and processes for ongoing monitoring and measurement of the organization's performance relative to the corporate health and well-being objectives and outcomes established.
The types of performance-related outcomes that can be achieved include improved employee morale, engagement and productivity, reduced health-related absence, enhanced customer satisfaction/loyalty, and enhanced corporate financial performance.
The process of defining and implementing what strategies will drive key outcomes is/includes
- Understanding employee attitudes - Assessing key employee attitudes and perceptions towards their health & well-being, their work and the organization, and how employee health & well-being and employee performance are impacted
- Prioritizing health & cost drivers - Gathering data on employees' main health risks and health "spends", prioritizing based on hierarchy of need and targeting those areas most likely to yield meaningful outcomes
- Establishing objectives - Defining clear, attainable health & well-being objectives and articulating how this supports the overall organizational strategy
- Aligning resources - Taking inventory of the resources your organization currently has, identifying gaps between current resources and established health & well-being objectives, and developing a plan to better align both internal & external resources and close the gaps
- Measuring outcomes - Establishing an evaluation framework to establish baseline data and track/measure changes over time
Successful measurement depends on, and includes
- Understanding your organization's key issues & cost drivers that impact employee health/well-being
- Determining key benchmark measures & establishing a baseline
- Including qualitative measures (e.g. how employees say they manage their health) as well as quantitative
- Considering both lagging and leading indicators
- Determining desired objectives, linking outcomes indicators where possible and factoring into evaluation methodology
- Evaluating at identified milestones on an ongoing basis
- Standardizing and aligning data requirements across all relevant vendors where possible
- Comparing where possible to external best practice standards and relevant norms - geographic, industry specific, etc.
