For over 6 years now, I have worked to improve the health of those working in the square mile of London. Over this time I began to notice patterns correlating between issues, habits, struggles and achievements. But these correlations were not just limited to health outcomes; in fact, they often materialised and manifested in work performance. Many people will have …
It is a fairly common statement that people are the lifeblood of companies. We spend time and money finding and hiring the best people, and then additional time and resources developing them.
Whether they are the CEO or Global Head of X; your Senior Executives will be experienced, highly trained and hopefully skilled in their role and paid accordingly. So, why would you settle for having them perform sub-optimally?
Wellness days have been undertaken for many years with varying levels of success. They are usually a day set aside for the company to host talks, invite in benefits suppliers and staff come away with a goody bag from the local gym and a branded pen from the health insurance provider.
OK, so they’re not always that bad but I have attended my fair share, and some have been as ineffective as that. Let’s look at why some do work and why others are a waste of time and precious resources.
As our name suggests, at Tailored Fit we don’t believe in one-size-fits-all wellness programmes. Every company is different, so what works for one company may not work for another (however there are often common themes that will be seen from one company to the next!).
So here we will look at some anonymised data gathered at one company, along with the wellness programme designed to improve these metrics.
It’s fairly commonplace to have employee engagement surveys that are sent out once or twice a year, but how much are you actually doing with the data? Even if you are taking regular or real-time pulse surveys, it’s important to have a strategy in place for how you plan to implement in response to the data.
So, how can we use the data gathered to achieve insight and inform a strategic wellness programme that is designed to keep staff healthy, happy and engaged?
On more than one occasion last year while consulting with companies I heard the phrase “we want our wellness programme to be inclusive”. I fully understand the sentiment; all staff are important and we want them to feel that way. So, let me play devil’s advocate here and propose why I think this mentality is reducing wellness levels and costing companies a lot of money.
Most of us know that our lifestyle, fitness levels and mental well-being affect our work and performance; but this often fails to affect our habits and behaviours. Many of the executives we see and work with know what to do; they just don’t do it. Ironically it is often “work” which is cited as the reason why these key areas of their health get neglected, even though this neglect subsequently leads to reduced performance at work. Breaking the cycle is key!
Corporate wellness has reached a stage in the adoption curve at which the early majority is fully on-board and the late majority are at least aware of the necessity. Although it has become more commonplace for companies to develop programmes for staff wellbeing, a lot are still quite primitive and aren’t necessarily having the desired effect.
So, what is going wrong with corporate wellness programmes and what are the pitfalls to avoid when developing your own?
It might sound like an amalgamation of buzzwords, but data-driven corporate wellness is a methodology designed for companies who want more than just a nice “fluffy” wellness programme.