No Match Found
Healthy employees are not only happier but also proven to be ‘better for business’. They are fitter, stay longer, cost less and appear to create fewer risks within the organisation. So in all respects, it is worth investing seriously in the well-being of your people. And many organisations do so. But how do you know what works? And whether it works at all? PwC’s wellbeing approach provides transparency and structure, and focuses not only on the well-being of the employee, but also on the well-being of the organisation. Because the individual approach for the employee must be supported by the organisation.
The costs arising from work-related stress, including burnout and absenteeism, amount to some €1.3 billion a year in the Netherlands. That’s huge. Many organisations therefore feel they have to ‘do something’ and invest in workshops, coaches, fitness boutiques, etc. But in the jungle of well-being providers, it is almost impossible to take these efforts beyond the level of individual, unconnected interventions. Let alone gain a clear picture of what is gained from these efforts, on which large companies can easily spend millions a year.
PwC gets a firm grip on this slippery subject with a holistic and structured approach. We reduce complexity with a clear strategy anchored in your organisation and in individual career paths. We make results measurable and reportable. And we make them controllable and, above all, noticeable. Data give a boost to existing initiatives and point the way toward progressive and, in particular, effective new solutions.
While an employer obviously has a moral duty to take good care of employees, it also makes good business sense. Research shows that happy and engaged employees are 22% more profitable. And in terms of costs and benefits, the calculation is simple: motivated and healthy employees turn out to be 12% more productive, while turnover and absenteeism drop significantly, yielding an ROI of 1.9x. With current average spending on well-being of €1,200 per employee per year (the effectiveness of which is not always certain), it is therefore relatively easy to make a substantial improvement.
Your success in the job market largely depends on the ‘employee experience’. Well-being and vitality play an important role in this, and the influence of leadership in this context cannot be underestimated. For example, 69% of respondents1 indicated that the line manager at work has a major impact on mental well-being. That is the same impact as that of a life partner. A working environment in which the person behind the employee is visible and in which personal well-being is managed in a structured and effective way gives you as employer an edge in recruiting and retaining quality staff.
PwC’s Wellbeing programme also looks at the organisation itself. With different parameters, but with the same goal. Because the well-being of the organisation is of course one of the basic requirements for an environment in which happy employees thrive.