Absence levels are likely to drop where a wellbeing plan exists
of absence costs, productivity and staff turnover.” Falling under an umbrella of economic benefits, these cover not only the costs associated with getting employees back to work, but also staff retention levels and engagement. For blue-chip businesses, a robust
wellbeing programme is also crucial in the war for talent, helping to attract and retain leading individuals. Some employers, meanwhile, invest primarily to meet health and safety regulations governing their industry sectors, while others believe it is key to social responsibility, in line with an employee-centric culture.
A SPECIALIST SECTOR Corporate wellbeing is therefore a growing business, but providers are identifying challenges that call for specialist understanding of the sector if successful programmes are to be implemented. iGlobalWellness, which has been
supplying corporate wellness to clients such as GSK and Panasonic for four years, is evolving its offer in response to a period of review. Says founder and CEO Paul Tomlin: “As a result of listening to our customers, we have seen that companies want inclusive programmes, not just those benefiting senior executives. In addition, they shouldn’t be overly intrusive or prescriptive, and should be flexible enough to work across a business nationally.
“Companies want to learn about the health of their general populations, yet at the same time employees want to ensure their private information is protected. Programmes should also be underpinned
october 2012 © cybertrek 2012
THE US PERSPECTIVE: KEY TRENDS
n Corporations are getting serious about sustaining employee engagement in wellbeing. Without real cultural change, participation in programmes tends to drop precipitously once initial excitement wears off. Companies are therefore experimenting with personal coaching, web- or app-based fitness competitions and social networks to track and reward healthy behaviour.
n Studies are showing that without incentives, employees will not participate. A MasterCard/Harris Interactive survey found that 61 per cent of employees would participate in a wellness programme if incentives were offered, versus 26 per cent without. In the US, around US$60bn is spent annually by employers and health plans to motivate workers to engage in programmes. Examples include gift cards, health insurance discounts, gym membership, personal trainer coupons, time off, cash and even health-focused travel. But employers need to ensure their incentives align with their overall wellness goals.
by motivational support, including online, while showing a measurable return on investment and sustainability.” Phil Olding, MD of New Leaf Health, has 17 years’ experience in the field. Consulting with companies so they can integrate wellbeing into their policies,
n A ‘one size fits all’ approach is not effective; programmes require multiple entry points to target the hardest-to- reach through to exercise junkies.
n Moving beyond weight loss or smoking cessation, companies are digesting how programmes can address the massive impact that stress is having on their employees’ bodies. Reducing stress is now considered a main driver of wellness programmes worldwide.
n Large US corporations are offering biometric screening, fitness centres, personal coaching, clinics, healthy cooking programmes, psychological support, pilates, yoga, massage and alternative medicine – all on-site.
n Companies are tracking how programmes work across diverse measures: not just the ROI in decreasing costs, but also their ability to create long-term employee participation, improve productivity, reduce absenteeism and impact positively on retention rates.
Source: Sallie Fraenkel, EVP corporate development and industry relations, SpaFinder Wellness
he has seen the mistakes made by other providers – including high street health club operators – which don’t have the necessary skills or appropriately trained staff to work in the sector. He explains: “Any organisation that wants to get involved must understand the ethical
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