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Understanding Workplace
Wellbeing 2.0; A strategically
integrated approach.
And how to master it.
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There's a lot of talk about

organizations putting people
before profit.
To us, this misses the point.
Why choose when you can have both?
 5 INTRODUCTION

7 EXECUTIVE SUMMARY

12 THE REAL CASE FOR WORKPLACE WELLBEING

17 WHY WELLBEING STRATEGIES FALL SHORT

24 WORKPLACE WELLBEING THAT WORKS

33 CONCLUSION

35 THE NEXT STEP

38 REFERENCES
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It would be rare to find a leader today who is not

aware of the rising consciousness and expectations
surrounding workplace wellbeing. However,
despite decades of activity, increased investment,
and maturing understanding, surprisingly few
organizations have moved beyond ‘yogurt and yoga’
to develop and implement a properly resourced
and integrated wellbeing strategy at the highest level.
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Introduction.

Given this, it cannot be surprising that and benefits that a more strategic and Workplace wellbeing refers to the
levels of employee wellbeing remain integrated approach could be delivering. intersection between individual
stubbornly low, and many workplace wellbeing and the organisation,
wellbeing programmes are failing Meanwhile poor workplace wellbeing remains and is defined by the International
to deliver the gains that were promised. commonplace. This is despite the abundance Labour Organisation (ILO) as 'related
of evidence that clearly demonstrates a wide to all aspects of working life, from
The teams leading workplace wellbeing range of negative effects on individuals, the quality and safety of the physical
efforts often exhibit heroic levels organizations and on wider society.1 environment, to how workers feel
of enthusiasm, energy, and commitment. about their work, their working
Yet, they may struggle to measure The case for optimized organizational environment, the climate at work
and demonstrate the true impact of their wellbeing has strengthened substantially and work organization.5
initiatives. This is, at least in part, because in the past decade, with many credible studies
organizations are frequently unclear or demonstrating that employees with high levels
divided about what they are trying to achieve. of wellbeing can have a direct positive impact
on the bottom line. Reduced absenteeism2,
In most organizations wellbeing is delivered presenteeism3, leaveism4 and staff turnover can
as a stand-alone programme; a well-meaning yield significant cost savings, while improved
but sporadic exercise in ‘nudging’ individuals customer service, creativity and innovation
to improve their own physical and mental offer opportunities for powerful competitive
health. This bolt-on approach to wellbeing advantage. In addition, employees with
misses out on a wealth of opportunities high levels of wellbeing are more likely
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to be engaged, collaborative, and We have sprinkled a few case studies

resilient. In a world of rapid and complex throughout to demonstrate the impressive
change, these attributes are proving bottom-line benefits existing organizations
to be increasingly critical. have already achieved, which we hope will
inspire confidence to take another look
In short, poor wellbeing is not only at how to optimize workplace wellbeing
a substantial cost to organizations in your organization.
but also an opportunity missed. Taking
a genuinely strategic and integrated Through this paper we aim to share with
approach to wellbeing will, if done well, you a more effective and integrated approach
pay compounding dividends. to workplace wellbeing - an approach that
seeks to optimize both individual wellbeing
This paper shares the latest research and and organizational performance. Embedded
thinking on workplace wellbeing from inside within this is a clear alignment of the needs
our practice at WellWise. We identify and of an organization’s people, its culture,
explore some of the common symptoms and its broader competitive strategy.
and causes of struggling workplace wellbeing
by drawing together findings from the latest As with any strategic initiative, achieving real
academic and applied research. This enables results requires sharp insight, tangible goals,
us to demonstrate the extraordinary careful planning, thoughtful implementation,
transformations that can be achieved. and frequent measurement, evaluation,
and improvement. It needs and deserves
a strategic investment mindset. The prize
is the opportunity to unleash the enormous
untapped potential of any organization’s
greatest assets – its people.

The prize is the opportunity

to unleash the enormous
untapped potential of any
organization’s greatest assets;
its people.
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Executive
summary.

A TRUTH. The COVID-19 pandemic has highlighted

that wellbeing is key to organizational
Current approaches resilience and adaptability, increasing For a long time, wellbeing has largely been
the impetus to focus on it. However, many about encouraging individuals to take better
to workplace wellbeing leaders are at a loss as to where to start, care of themselves and providing them with
especially when having to navigate through some guidance and resources to support these
are consistently failing to a ‘new normal’, assessing what that changes. Most organizations have failed to turn
looks like for their unique organization. the mirror on themselves and assess what they
to deliver impact. are doing that compromises the wellbeing
of the organization itself and its employees.
Thus undermining their investment.
Current workplace wellbeing programmes
are often focussed on a few limited issues
and fail to engage employees. Despite
good intentions, increased investment Workplace wellbeing plays a key role
and decades of effort, levels of workplace in attracting and retaining talent. This
wellbeing are not improving. Many is especially true for Millennials and
indicators suggest things are actually Gen Z for whom it is now an expectation
getting worse. not a bonus. These generations also need
to see authenticity and commitment
from leaders and will be quick to identify
and criticize ‘well-washing’ practices.
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A TRUTH. There is strong evidence that

an integrated, strategic investment
Wellbeing is not approach to wellbeing that aligns with Organizations with a talent pool
cultural context and commercial goals with high levels of wellbeing are more
a cost but a key driver is the most effective way to improve resilient, adaptable and profitable. They
the wellbeing of individual employees enjoy a stronger brand, customer loyalty
of the bottom line. and create competitive advantage. and better stock market performance
in addition to lower levels of turnover,
absenteeism and presenteeism.

Employees with high levels

of wellbeing are more engaged,
innovative, creative and productive
as well as being less likely to leave.
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A TRUTH. While there is a place for individual

wellness interventions such as yoga
Integrated wellbeing and stress management classes, Wellbeing should be understood
the effectiveness of these alone as a function that affects every aspect
looks and feels is limited. They will not be the primary of an organization. It requires the right
focus of a well-planned, integrated personnel, skills and knowledge as well
completely different. and optimized workplace wellbeing as collaboration across the board. Considering
strategy, which is designed to drive results. how and where to manage wellbeing within
an organization will be critical to how
efficiently and effectively improvements
can be achieved.
There is no one-size-fits-all solution
for improving wellbeing in the
workplace, but there are common
factors and essential ingredients Realizing the bottom-line benefits
present in successful strategies. of optimized wellbeing demands
A failure to understand and apply that the challenge be approached
these puts your organization behind with the same rigour and discipline
the curve. as any other strategic investment.
It should not be regarded as an
add-on or employee ‘benefit’.
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INTEGRATED WELLBEING IN ACTION

How Next Jump places employee

development at the centre of its business
strategy with impressive results.
New York-based $2 billion e-commerce In practice, this means that Next
company Next Jump partners with Jump does not have a HR department,
around 30,000 merchants to provide and every employee, from salespeople
a system of corporate rewards for to engineers, to the CEO spend 50%
its clients which include 70% of Fortune of their time working on HR and culture.
1000 companies. Next Jump has Part of the rationale for this is that
been described by Harvard scholars it helps to hone employee decision
as a DDO, or deliberately developmental making skills which pays off in terms
organization. They are deliberately of better performance in their specialized
organized to put employee growth area of work. Performance bonuses
at the very centre of their mission.6 are given to those employees who help
others the most, thus fostering a culture
Next Jump is driven by a philosophy of collaboration, and employees are never
that organizations are most likely fired when they struggle – rather these
to prosper when they are deeply aligned instances are used as developmental
with their employees’ motive to grow. opportunities. This is based on an
understanding that employees are more
likely to thrive when they feel secure.7
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In addition to these organizational

innovations designed to enable the best
performance and wellbeing of employees,
Next Jump staff are supported
to maintain their physical and mental
health by being encouraged to visit the
onsite gym twice a week and offered
healthy meal choices each day. Employees
NEXT JUMP’S MANTRA8 are also provided with emotional training,
to assist them in making decisions

Better me + Better you

in stressful situations and spiritual
training designed to help employees
develop a strong sense of purpose.9
Improve yourself Use that knowledge to help others

=
Next Jump’s pursuit of business
excellence through integrating employee
development throughout its policies

Better us.
and processes has paid off, with sales
increasing 'fivefold to $2.5bn since 2012
when they set culture as their primary
business strategy'.10 Furthermore,
Working together
although it is a smaller company,
with around 150 employees, Next Jump
is proof that organizational size is not
a barrier to taking action to improve
employee wellbeing.
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The real case

for workplace
wellbeing.

It is well-documented that poor workplace ENGAGEMENT

wellbeing is costing organizations and the
broader economy significantly. However, Firstly, employees with high levels
T
ST TO HE U these commonly cited figures only of wellbeing are more engaged and this
CO ECONOM K
Y offer part of the picture. If we examine has a domino effect on organizational

£91.9 bn
return on investment (ROI) purely from performance.13,14,15 Gallup’s employee
the perspective of reduced presenteeism engagement survey highlights that business
and absenteeism, we miss the many units in the top quartile of employee
opportunities to optimize revenue engagement have:
FR A

19

and competitive advantage that having

SM

M I
O

20

N
D P R E S E N T E E IN a talent pool with high levels of wellbeing
AB
SENTEEIS M 11
can bring.12
23%
10%
The real opportunity to boost ROI
81% 18%

CUSTOMER LOYALTY
HIGHER

(than those in the lowest quartile)

PRODUCTIVITY
HIGHER
comes when we understand the positive
‘network effect’ good workplace wellbeing

ABSENTEEISM
LOWER

(in high turnover areas)

TURNOVER
LOWER STAFF
creates. We must also view employee
wellbeing initiatives not as a costly
CSR initiative or employee benefits,
but as a strategic investment.

16
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Employees with higher levels of

wellbeing think more creatively and
are more effective at problem-solving.

PRODUCTIVITY

We know that productivity is a priority

for businesses as they position themselves
for growth and increased agility. The findings
1 Firstly, employees with higher levels of
wellbeing think more creatively19 and are
more effective at problem-solving. Creativity
3 Thirdly, employees with high levels
of wellbeing generally experience
better overall physical health which
of a 2018 Mercer survey emphasise this, is critical to performance, as evidenced improves immunity and enables faster
with '96% of C-suite respondents indicating by a study commissioned by Adobe which recovery from illness,23 thus reducing
that they were planning a redesign with found that companies with higher levels time away from work.
a focus on productivity.'17 However, despite of creativity outperform their peers in terms
credible evidence that employees with high of both revenue and growth.20
levels of wellbeing are more productive
and perform better than their peers, the link
between productivity and wellbeing is often
overlooked by organizations looking to boost
2 Secondly, employees with higher levels of
wellbeing are more positive in their attitudes
to work and are therefore more likely
productivity.18 Instead they choose to rely to work collaboratively, which is another
on redesigning procedures and introducing key to productivity.21 This link was highlighted
technology to provide the improvements they in a study of 1,100 organizations in the
crave, often at a much greater expense. USA, which found that those organizations
promoting collaboration were 'five times
The positive relationship between as likely to be high performing.'22
productivity and wellbeing is a result
of three key factors.
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RESILIENCE BRAND AND REPUTATION

Improved organizational resilience is Optimized workplace wellbeing increases

another outcome of optimized wellbeing an organization’s brand and reputation.26,27
in the workplace. This is because employees Accenture found that when choosing

65%
with optimized wellbeing are naturally between products of equal price and quality,
more resilient and they in turn contribute 65% of consumers prefer to buy from
to creating resilient organizations which brands that treat their employees well.28,29
adapt more quickly and easily to changing Similarly, a Deloitte report highlights that
conditions.24 The business benefit of a commitment to workplace wellbeing
improved resilience comes from focussing shows that an organization genuinely
on improving wellbeing overall rather than cares about its people, and this is likely OF CONSUMERS PREFER
focussing directly on individual resilience to resonate with customers who are TO BUY FROM BRANDS
itself. Trying to ‘build’ individual resilience increasingly searching for companies that THAT TREAT THEIR
may inadvertently send employees share their values.30 Moreover, employees EMPLOYEES WELL.
the message that they need to 'toughen with low levels of wellbeing deliver
up'25 which can be counterproductive low-quality work and poor customer
and will create problems elsewhere experiences, whilst employees with high
in the wellbeing network. As such, levels of wellbeing commit to going above
this approach is highly discouraged. and beyond for their organization.31
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EMPLOYER BRAND

Pre-pandemic, an ageing workforce As organizations look to recruitment strategies

and high employment rates meant for future talent, an authentic commitment
that employers were facing increasing to wellbeing is likely to offer a significant
challenges around attracting talent, with advantage. It is worth noting here, that
43% of employers reporting difficulties Generation Alpha (born 2010 – 2024) will
in filling vacancies.32 While the pandemic be even more demanding of employers38
has changed the nature of talent challenges so getting prepared now and utilizing Gen
at least for the short term, a good employer Z employees to help evolve wellbeing and talent
brand remains key to attracting and management approaches would be wise. THE BOTTOM LINE
retaining talent. An organization’s approach
to wellbeing is a key component of this. Once an organization has attracted this While happy and loyal customers
high-quality talent, prioritization of wellbeing and employees are of course a good thing,
Results of a Mercer survey highlight that means they are more likely to retain them and the good news is that the brand advantages
a company’s commitment to wellbeing get the best from them too – one UK review delivered by optimized workplace wellbeing
is a critical aspect of employer brand. This found that 33% of organizations who invested also result in higher levels of profitability.
is particularly important for Millennials in workplace wellbeing initiatives saw Companies with high levels of employee
and Generation Z (Gen Z) who want their a reduction in staff turnover.39 wellbeing outperform the stock market
employer not just to share the same values, by 2-3% per year.41, 42 This is partly because,
but also to offer benefits such as flexible as highlighted above, consumers prefer
working arrangements33,34 that will support to do business with organizations that treat
their wellbeing. For many in these their employees well. Secondly, organizations
generations, this is more important than
financial incentives.35 A survey by Peldon
50% with a good employer reputation who invest
in their employees can attract and retain
Rose supports this observation, finding OF EMPLOYEES WOULD LIKE more talented and innovative employees
that three-quarters (76 per cent) of Gen TO SEE A GREATER FOCUS who do a better job of helping
Z respondents said it is vital for their ON WELLBEING.40 an organization’s brand, products
employer to promote their wellbeing.36,37 and services to stand out.
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INTEGRATED WELLBEING IN ACTION

Understanding the value

of wellbeing investment –
the SAP experience.
German company SAP has invested significant
resources in measuring the full range of returns SAP HAS IMPROVED ITS BUSINESS
on their investment in workplace wellbeing. HEALTH CULTURE INDEX FROM

78%
Since 2009, SAP has worked with various

69
partners to develop the SAP Business Health
Culture Index (BHCI), which 'measures
%
the general cultural conditions that enable
employees to stay healthy and balanced – IN 2013 IN 2018 45
covering questions concerning how
employees rate their personal wellbeing
and the working conditions at SAP, including
our leadership culture.'43

Following the first phase of development The SAP Integrated Report shows that
of the BHCI, SAP worked with an external the company’s wellbeing efforts have
consultant to identify the 'correlation between improved its BHCI, with each 1% change
the BHCI – and the non-financial indicators in the Index delivering a €90-€100 Million
of employee engagement, employee retention, (EU) impact on their operating profit.45
and CO2 emissions – and also operating
profit'44 with impressive results.
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Why wellbeing
strategies fall short.

Despite their best intentions WORKPLACE WELLBEING

and endeavours, many wellbeing PRACTITIONERS
programme leaders feel their initiatives
end up falling short of the long-term We often see energetic and passionate
outcomes they hoped to achieve. THIS IS A CHALLENGE FACED wellbeing professionals with big dreams
BY MANY ORGANIZATIONS for a better world and for inspiring positive
Achieving sustainable, genuine AS HIGHLIGHTED BY GALLUP change in the workplace, left to lead
improvements in workplace WHO FOUND THAT ABOUT wellbeing efforts single-handedly. They
wellbeing can feel like may find themselves unable to achieve what

66%
an impossible task. they and their organizations had hoped,
and often struggle to fully understand why.

In many cases, wellbeing professionals

may be motivated but inexperienced junior
officers trying to wade through a wealth
of complex and confusing material on the
topic of wellbeing. Relying almost solely
on personal wellbeing or wellness guidance
OF WORKERS ARE NOT in a workplace environment which, whilst
ENGAGED AND HAVE related, is not usually directly applicable.
SUBOPTIMAL WELLBEING.46
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Moreover, without senior support it may practitioners are unable to demonstrate Like all significant strategic
be difficult for junior employees to identify to employees that wellbeing is supported change, workplace wellbeing
or influence the strategic levers that can across the organization. This leads inevitably to requires a sustained, consistent,
be used to improve workplace wellbeing. engagement, participation, and communications integrated effort and culture,
When compounded by sceptical leadership breakdowns which wellbeing professionals and supported by the right
with low expectations for the organization’s HR departments will battle to overcome alone. leadership behaviours
wellbeing efforts or a lack of understanding It is a demotivating experience and enthusiasm and organizational policies.
around wellbeing as a contributor to the naturally wanes.
bottom line,47 wellbeing practitioners may
grapple to develop effective measurement Furthermore, there is frequently little
strategies that help them to prove the value opportunity for discussions around wellbeing
being gained. This makes it difficult to at the strategic level and no authority
identify areas ripe for improvement and to influence policy changes or spend budget
means that they are essentially flying blind. without layers of middle management
to penetrate. Similarly, these employees
Alternatively, responsibility for wellbeing may find it difficult to address entrenched
may sit as part of a human resources cultural issues such as leaveism and
department (HR) rather than integrated presenteeism which require policies from
across the organization. In both scenarios, the top, behaviours and incentives driven
these employees may come up with good at a senior level. The result is that efforts
interventions and ideas, but find it is to improve wellbeing becomes burdensome.
difficult to achieve the buy-in, action and
commitment from every leader, department
and manager who are critical to achieving
real change. This is often because this level
of buy-in is understood to be optional and
not ‘part of their job’. A further outcome
of this type of situation is that wellbeing
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THE PROBLEM WITH ‘PROGRAMMES’

A common structural weakness is that Therefore, whilst individual activities, events Almost all of the executives
wellbeing is often designed as an add-on and interventions might be successful in their
framework or ‘programme’ that focuses only own right, it will be difficult to deliver lasting cite workplace wellbeing as
on the health and wellbeing of individual change if they are not part of a sustained and
employees rather than an integrated strategy carefully planned strategy. Which in turn will one of their main concerns.
that directly aligns to company objectives achieve continuous improvement and gains
with the purpose of improving the overall for the organization in line with its strategic Many even call it their
health and wellbeing of the organization and financial objectives.
as a whole.48,49 top priority. The CEOs are
When all of the above are combined,
Such programmes often comprise the result is likely to be that the value of very aware of the pressure
of a range of off-the-shelf solutions guided wellbeing as a performance enabler is often
by consultants who tend to have a specialist dismissed before organizations have even their employees face
subject focus, such as nutrition, financial begun to explore its full strategic potential.
management or counselling. Building but do not feel they have
a holistic approach is expensive and
fragmented. Furthermore, this programmatic CHALLENGES FOR LEADERS clear methods to tackle
approach fails to be embedded into the
heart of the organization or become a vital Certainly, leaders can feel overwhelmed. the issues or even a stable
component of the culture. Instead, it feels Yet, this is not to say that leaders are
outsourced, disconnected and therefore not supportive of workplace wellbeing – means of investigating
tangential to employees’ primary work goals. indeed most senior leaders understand
This ‘add-on’ approach to wellbeing is also its importance very acutely. However, and measuring workplace
likely to make it difficult or impossible it can be difficult to know where to start.
to collect and analyse data that provides A survey of CEOs in the USA highlights mental health or wellbeing. 50

the insights needed to increase participation this issue, finding that:

and commitment at all levels or to prove
contribution to the bottom line.
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A lot of leaders have this idea

of a superhuman executive who
is working 100 hours or more
In an environment where senior leaders face per week, and at the same time
unprecedented levels of scrutiny, responsibility
and such a vast array of challenges, making is raising a family and doing crazy
the decision to invest in and prioritize wellbeing
at all levels of an organization may feel like a leap sports. Our identity is quite often
of faith. This is exacerbated by the confusing array
of evidence around investment and the best way to based on work… That’s one reason
approach wellbeing, as well as a lack of experienced
wellbeing talent available to hire. This pertains I hate the term work–life balance;
especially to practitioners at the more senior level
who are more likely to have the analytical capability it’s completely misleading, as it pits
to blend solutions that simultaneously tackle both
individual and organizational wellbeing challenges. work and life against each other.
It is probably unsurprising that the Chief Wellbeing
Officer (CWO) is becoming an increasingly familiar There is just life, and your work
option for the C-suite team.
is part of your life. That’s it.
51

In addition, it can be difficult to go against the grain

of long-held beliefs about performance at work.
In many industries and professions, cultural norms Annastiina Hintsa,
consider wellbeing as separate from performance.
CEO, Hintsa Performance.
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This is evident when we admire others Key phrase.

for exceptional achievements because they Illustrated with shards.
are ‘always on’.

Challenging this paradigm can feel like a bold

move even though there may be an awareness
that some organizations have begun to change
their approach to wellbeing and are reaping
numerous rewards.

Linked to the issue of balancing priorities

and the pressure to perform, is resilience.
Senior leaders are increasingly aware of the
importance of investing in their physical and
mental wellbeing as a means of supporting
Workplace
their own resilience. However, there is
often a perception that pressure exists mainly
at the top of an organization and so the
wellbeing
importance of employee resilience in general
is overlooked.
is a marathon.
Not a sprint.
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The reality is that pressures and

challenges exist in all roles and thus
supporting the wellbeing of all employees
is critical so that they are more resilient
and can perform their best, regardless
of their role, responsibility or seniority.

With payroll costs forming such a large Despite what many have come to think,
part of organizational expenditure, these workplace wellbeing challenges are
it makes sense to optimize employee not impossible to solve - far from it. There
performance by developing employees has never been a better time to tackle them.
who are thriving and able to perform There is a growing knowledge base around
to their best in an organization that has workplace wellbeing and lots of academic
systematically tackled the very factors and practitioner insight that can be drawn
that undermine their ability to achieve this. on. It is also possible to improve workplace
This approach will ensure talent budgets wellbeing using a ‘building-blocks’ approach
are yielding the highest possible returns. and for organizations to achieve genuine,
The beauty of approaching wellbeing lasting improvements in workplace wellbeing
as an investment in performance rather no matter at what stage their workplace
than as an expense, is that it fosters a wellbeing strategy is at today. Moreover,
natural human instinct to want to achieve to remain relevant and optimized, the strategy
and contribute52 and so enabling this to will need to be monitored, tweaked, updated
happen is beneficial for both organizational and realigned as the situation internally
and individual employee wellbeing. and externally changes.
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INTEGRATED WELLBEING IN ACTION

How Southwest Airlines’ employee

ownership and culture has a positive
impact on the bottom line.
Southwest Airlines adheres to the As a result, employees are filled
philosophy that 'if we treat our Employees with a sense of purpose because
right, they will treat our Customers right, they understand that their wellbeing
and in turn that results in increased is tied to that of the organization.56
business and profits that make everyone
happy'.53 As part of this approach, Southwest’s prioritization of culture,
Southwest works hard to promote a culture and ensuring that work is meaningful
of 'teamwork, collaboration, and having and that employees feel a strong sense
a warrior spirit.'54 The airline’s employees of ownership has contributed to its
are also encouraged to think as if they 'unmatched' record of profitability
are owners of the business, and Southwest in the US airline industry (47 years
is not merely paying lip service to this of profitability prior to the COVID-19
approach – the airline has been sharing pandemic), high levels of employee
profits with its employees since 1973.55 engagement, an incredibly low voluntary
turnover rate of just 4%, superior stock
market performance57 and most importantly,
high levels of customer service.
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Workplace wellbeing
that works.

A STRATEGIC
A workplace wellbeing strategy that will GOOD PLANNING AND INTEGRATED APPROACH
achieve real results has to be designed
specifically for the unique context of As with any strategic initiative, project The best wellbeing strategies
each organization as well as the different management disciplines should be applied are approached in the same way
departments within it. While the right to wellbeing too. This includes thorough as any other strategic enabler of corporate
‘recipe’ will vary, there are some common identification of the problems to be solved objectives, namely they are embedded
‘ingredients’ that will always be present. and their root causes. Planning should in organizational structures and areas
be supported by data-driven insights, thus of responsibility including performance
understanding the right data to collect. management. This has been integral
Asking the right questions and establishing to the success of SAP who have woven
a baseline from which changes can wellbeing throughout their organizational
be measured is essential. While overall planning, measurement and reporting
a long-term view should be taken, short processes with high expectations around
and medium-term objectives and goals the bottom-line impact of their investment.
There is no should also be set with accompanying
'one size fits all' plans to maintain momentum and allow Like any strategic initiative, commitment,
solution for for ongoing evaluation, control support and drive for an organization’s
workplace wellbeing. and improvement. wellbeing strategy should come from
senior leaders, whilst a whole organization
approach is taken to implementation.
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ADEQUATE RESOURCING

There is an array of blogs focusing on the

cost of workplace wellbeing that aim to assist
practitioners with implementing wellbeing
strategies 'on a shoestring' or to 'stretch' their
wellbeing budget further. These highlight that
many are struggling to attract the resources
they truly need.

Appropriate resourcing is fundamental to great

wellbeing if organizations are to realise the
compounding returns that improved workplace
wellbeing promises. Provision of seed funding
as well as an ongoing budget aligned to desired
We don’t pretend that employee outcomes and expected costs is essential.
An underfunded strategy is likely to yield little
wellbeing is solely about making employees more than having no strategy at all.

happier and healthier… it helps SAP become It is also vital to track and measure returns
and outcomes against the spend and resources
a more successful company. We ensure allocated, so that the strategy can both
demonstrate its effectiveness and be optimized
this by linking our workplace culture and over time.

investments in employee wellbeing to SAP’s

business success and profit.
58
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Crucial to maximising
engagement is offering
the right interventions
at the right time.59

DESIGNED TO MAXIMISE ENGAGEMENT

This means offering interventions that In addition, a key, but often overlooked The success of this approach has been
employees want and need through multiple aspect of designing interventions demonstrated by investment firm The Motley
delivery channels including face to face, is involving employees in the strategy Fool, who have achieved 90% participation
on demand, and a mixture of on and development itself. Employee involvement compared to a US average of under 40%.61
off-site activities and support services. means that in addition to informing
It is also important to identify the most strategy, employees are also more invested Furthermore, engagement is likely to be higher
appropriate timing for these interventions in the process,60 do not feel coerced if an authentic and compelling vision for
(e.g. time of year, day of week, time of day). and are thus more likely to participate wellbeing in the workplace is communicated
and promote to others. across multiple channels and meaningful
intrinsic and extrinsic incentives are offered.
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COMMUNICATION COLLABORATION

Engagement should be supported by regular While a wellbeing strategy needs Involving the right external partners
communications across multiple channels. to be owned and driven internally, in your wellbeing strategy design
For example, employee portals, posters, involving the right internal and external and implementation is also critical. While
emails, as well as messaging from leaders wellbeing partners can bring your strategy a wellbeing strategy should be owned
and managers and at a peer-to-peer level – to life, making the process exciting, and driven from within an organization,
such as through 'wellbeing champions'. fun and maximising impact. Internally, high value partners with the right processes
In communications it is important to share this may include using marketing and / and tools can bring fresh perspectives, useful
stories of individual and collective successes or communications teams to promote data insights and the latest knowledge
based on both anecdotal evidence and the collective successes and individual successes which will help organizations to utilize
outcomes of evaluation. Organizations must that adds up to collective gains. It may also resources more efficiently and effectively.62
be transparent and honest when anticipated take HR adjusting recruitment practises
outcomes have not been achieved, inviting to ensure that any new hires will be
suggestions for what could be done advocates and champions of wellbeing
differently next time. This is part of so that momentum is maintained,
a long-term strategic investment mindset. and fresh perspectives invigorate efforts
to improve wellbeing.
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SUPPORTIVE
ENVIRONMENT AND CULTURE

The physical environment in a workplace collaboration and privacy as well as physical This includes working to change cultural
can impact employee wellbeing just comfort is important.63 Equally important norms that may result in adverse behaviours
as much as issues such as an unmanageable is creating a culture that genuinely promotes (e.g. working through lunch or sending
workload or poor management. Therefore, the wellbeing of employees and enables emails after 6pm), and establishing new,
ensuring that workplace design gives them to thrive and maximise their potential healthier, organization-wide behaviours
employees control over their environment, and contribution. that are aligned to objectives.
and provides spaces that promote both
Creating an organization-wide culture
that places value on learning and keeping
up with the latest wellbeing insights
It’s harder for employees to prioritize and practices also contributes to successful
wellbeing strategy implementation
wellbeing if they’re not supported and ongoing improvement.

by the company culture. In agile, resilient

ROBUST MEASUREMENT
companies that are going to thrive AND EVALUATION

in the future, there will be a culture Frequent measurement of an organization’s

wellbeing strategy is critical to identifying
that encourages, supports and models whether it is having the intended effect
on both employees and organizational
wellbeing throughout the organization. performance. Skipping this vital element will
likely mean spending good money after bad
and will be the undoing of much good work.
 29 MENU

EMBRACE COMMERCIAL GOALS

An organization’s overall health and success improved wellbeing become apparent,

can be measured on a variety of metrics. reporting is a way to build support and
As the evidence in this paper has shown, maintain momentum as collective
workplace wellbeing is not a nice to have gains are celebrated.
nor an add-on initiative but a driver
of overall organizational success and this At WellWise we believe that, as with
should be embraced as a motivator and the case of environmental sustainability,
a goal of the strategy. This will lead to a proven commitment to improving human The key to developing
greater integration and alignment across sustainability and wellbeing will soon the right strategy is to take the
the organization, increased motivation be a pre-requisite for attracting investment. time to understand what point
for employees and ultimately a clearer Therefore, embedding reporting discipline the organization is starting from,
measurement of its long-term success. now will make it much easier to deciding where the organization
demonstrate a history of commitment would like to be, identifying
and success in this area as and when the strategic levers that
REPORTING it is required. can enable this and building
the strategy in collaboration
Progress in implementing an organization’s Regardless of where an organization with employees accordingly.
wellbeing strategy needs to be reported is today, achieving impactful wellbeing
in the same way as any other strategic is an holistic, long-term transformation
initiative. This means regular reports process. It requires genuine commitment
to the board and other stakeholders as well to achieve results, but once the right
as employees. Reporting is critical to ensuring foundations are in place, it is possible to take
that wellbeing receives a sustained strategic the journey in incremental steps, which
focus and continues to be adequately are measurable and demonstrate the impact
resourced and prioritized. In addition, at each stage.
as broader organizational impacts from
 30 MENU

INTEGRATED WELLBEING IN ACTION

How Motley Fool has achieved

enviably low staff turnover
through a focus on culture
and the employee experience.

Motley Fool has gone

to great lengths to develop
a fun-loving culture for
its employees, affectionately
referred to as 'fools'.
 31 MENU

New 'fools' for example are given a 'new

fool cart' stocked with drinks and snacks
to push around the office on their first
day to help them meet their colleagues.

The workspaces are brightly and

comfortably decorated and designed
to promote both collaboration and fun
at work in the form of games and other
leisure options. Motley Fool acknowledges
that its 'quirky' culture is not for everybody,
and so they work hard to be transparent in Employee wellbeing and engagement
their recruitment processes, so that anyone is also supported via regular 'happiness
uncomfortable with the organization’s check-ins' with coaches and 'fools' also
culture can opt out. For those 'fools' that trusted to manage their own time, working
do come on board, Motley Fool works hard when, where and however they wish and
to create a positive experience, with the enjoy an unlimited vacation policy65 which
result that its employees are its strongest has been in place since the firm was
brand ambassadors.64 established in 1993. These features have

2%
'helped to create an environment of trust
Motley Fool has also built a shared value and belonging, allowing The Motley Fool
around physical health into its culture to align its culture with its core values, LESS THAN
and offers a range of initiatives to support such as honesty. This is something any
this including 'free biometric screenings; flu company can do, regardless of budget.'66
shots; onsite fitness, yoga and meditation
classes; free personal training sessions; The result of these initiatives is an enviably
stress reduction tools and counselling; low turnover rate of less than 2%,67 and
monthly physical challenges; and treadmill the firm is regularly featured on a range
and standing desks.' of ‘best place to work’ lists.68 STAFF TURNOVER RATE.66
 32 MENU

Regardless of where an organization

is today, achieving impactful wellbeing
is a long-term, holistic, transformation
process. It requires genuine commitment
to achieve results, but once the right
foundations are in place, it is possible
to take the journey in incremental steps,
which are measurable and demonstrate
the impact at each stage.
 33 MENU

Conclusion.

Workplace wellbeing is in the spotlight like the best talent who increasingly expect many of the centuries-old practises that
never before, its importance is only likely their workplaces to actively contribute are no longer serving them. It calls for progressive
to increase. The COVID-19 pandemic has towards their wellbeing. leaders to lean in, take a bold move and commit
highlighted that the ability of organizations investment to tackle the hidden cultural,
to adapt, survive and thrive is dependent Achieving these kinds of outcomes requires structural and personal factors that are inhibiting
on so many of the factors that align with wellbeing to be built into the planning progress and performance. The numerous
high levels of workplace wellbeing. and reporting mechanisms. This demands rewards are there for the taking, you just need
the same focus and organization-wide the courage to reach for them.
While many organizations had embarked commitment as any other strategic
on a wellbeing journey prior to the initiative. While a little effort is required,
pandemic, results were patchy and often the beauty of an integrated approach
lacking - an issue not assisted by limited to workplace wellbeing is that there
measurement and evaluation. are no losers or trade-offs to be made -
The question every
organizations, employees, customers
organization needs to ask itself:
As we navigate our way to a post-pandemic and wider-society all reap the numerous
Are we ready to embrace
world, taking a strategically integrated and varied rewards.
the future of work?
approach to wellbeing will no longer
If not, what must
be optional. Rather, it will be the foundation Workplace wellbeing needs refreshed
we do to change that?
upon which the success of organizations thinking and a determined effort
is built and a deciding factor for attracting to untether our organizations from
 34 MENU

INTEGRATED WELLBEING IN ACTION

How Haier has flattened management

structures to promote autonomy
and unleash employee potential.
Based in China, Haier is the world’s Employees within these teams
largest whitegoods manufacturer and are referred to as 'entrepreneurs'
has an organizational design focussed and are often shareholders, which
on maximising everyone’s value. Haier’s increases their motivation.
management system is called 'Rendanheyi'
('Ren' refers to employees, 'Dan' means This approach has not only resulted in
users and 'Heyi' means making employees substantial returns for Haier, but in 2014,
create value for users) and is designed nine years after this approach was initially
to maximise every individual’s potential.69 implemented, the Haier Group’s profits
increased twelvefold, amounting
Haier has worked to eliminate to a 28% compound growth rate over
bureaucracy by inverting the traditional this period. In 2016, its stock price
pyramid structure and designing work doubled, and in 2017, the stock
units in a way that enables autonomy. price doubled again.71
Haier regularly appears
Haier employees are organized into
on lists such as 'Forbes’
200+ customer-facing 'small, independent
World’s Best Employers'
companies (microenterprises)'70
and 'Top Regarded Companies'.72
and '3,800+ service and support
microenterprises' who have the freedom
to hire their own staff and access resources
from across the organization.
 35 MENU

The If you are seeking a quick but valuable

insight into how your organization

next
is currently performing in its approach
to workplace wellbeing, then visit:

bewellwise.com/self-assessment

step. The WellWise free online

self-assessment tool will direct you
to further insight, tools and the advice
most suited to your organization.
It is free and takes less than three
minutes to complete.
 36 MENU

WellWise was established in 2020 Our four-step diagnostics process is built

by a consortium of leading researchers, on rigorous academic and field research
business leaders, practitioners, and combined with strategic know-how
strategists in response to an emerging and practical experience. Engaging with
global crisis in workplace wellbeing. WellWise will bring insight and clarity
to your wellbeing strategy and leave you
Our mission is to make workplace wellbeing with a unique blueprint that will unleash
a priority for organizations like yours, and your organization’s true potential.
to provide the effective tools and insight you
need to help create a powerful competitive If you are looking to significantly improve
advantage through your people. the impact of your strategic investment
in workplace wellbeing, we are here to help.
We take a radically different approach
that moves beyond 'yogurt and yoga'
towards wholescale strategic integration
and direct alignment with bottom-line
financial performance.
Bobbi Hartshorne
Founder and
Chief Wellbeing Officer

Introducing
WellWise.
 37 MENU

OUR BELIEF FOR OPTIMIZED IMPACT

We believe that without a radical shift

towards an evidence-based, integrated
and strategically aligned approach,
Tim Daplyn organizations will continue to waste
Founder and
Chief Executive Officer millions of dollars on piecemeal
interventions and vanity metrics that
fail to engage individuals or deliver
sustainable impact.
 38 MENU

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 39 MENU

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Designed by Jake Jennings. Jake-jennings.co.uk. Version 1: May 2021

If reading this whitepaper is just what you needed
to rethink your approach to workplace wellbeing,
we are truly humbled and delighted. We have
moved one step close to our mission of making
workplace wellbeing a strategic priority for every
organization and we wish you great success.

If you believe your journey would benefit from

our support, we would love to be involved.

GET IN TOUCH

Let's discuss your wellbeing strategy: Find helpful resources:

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