Working on wellbeing
- Publish date: 11 January 2016
- Archived on: 20 July 2018
Some believe that mindfulness is a con or just a ploy to take a holiday. In a follow-up to last issue’s article on the subject, Finance & Management finds out how employers make the most of wellness to motivate staff.
As more companies invest in employee wellbeing and reap the returns of improved engagement and productivity, it is no surprise to find wellness high on the corporate agenda.
Researchers have known for years that a healthy workforce is good for business. In 2005, a VieLife study concluded that the healthiest 25% of the workforce is naturally 18% more productive at work than the least healthy 25%, while World Economic Forum data from 2010 pointed to organisations that were actively promoting wellbeing and health being 2.5 times more likely to be perceived as a top-performing business.
Until recently corporate wellness was something that only the largest organisations invested in, but it is being embraced by small and medium-sized enterprises (SMEs), who may find it easier to implement in the workplace.
There has been a shift in attitudes to wellness and the business case for investing. While some smaller companies may not see it as a worthwhile expense, talent retention and engagement should provide enough incentive for organisations to focus their return-on-investment metrics on looking after their employees’ wellbeing, even if the actual productivity/output figures don’t see an immediate change.
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