maintain spending on wellbeing programmes and focus on more areas. “Multiple, interconnected factors appear to support
wellbeing spending for 2024, which remains steady,” said Ellen Kelsay, president and CEO of Business Group on Health. “Employers are holistically assessing health and wellbeing investments in the United States and globally and are doing so against the backdrop of expanding employee health needs, mounting concerns regarding chronic conditions and mental health, evolving issues related to social determinants of health as well as overall health care costs, including concerns about affordability.” For those in the Perkbox Vivup study, managers
says these rising expectations are a positive sign that employees understand their worth. Over half (53%) of the 2,000 managers surveyed said they are now directly asking their team members what they need from them as their manager. This tailored approach is strengthening company culture: 85% of managers say it has resulted in them having stronger relationships with their team; 86% say it has helped each team member to feel more valued; and 87% say it has improved both employee engagement and satisfaction. Commenting, Perkbox Vivup’s CEO, Doug Butler,
said encouraging individuality in the workplace has “clear benefits”, including improved creativity, greater innovation and an overall happier workforce. “Providing broader access to engagement, benefits
and wellbeing solutions employees can tailor to their individual needs plays a key part in this. It ensures each team member feels recognised and celebrated for their differences and the unique contributions they bring to the business.”
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“ DISRUPTIONS TO ROUTINES, PHYSICAL DISTANCE FROM SUPPORT SYSTEMS LIKE FAMILY AND FRIENDS, AS WELL AS JET LAG AND TIME ZONE DIFFERENCES CAN WORSEN STRESS AND ANXIETY.”
DR NEIL SLABBERT, REGIONAL CHIEF MEDICAL OFFICER (ASIA-PACIFIC), WORLD TRAVEL PROTECTION
45
GLOBAL LEADERSHIP WELLBEING
GLOBAL LEADERSHIP MINI FACTSHEET: HEALTH & WELLBEING/WORK-LIFE BALANCE
Health & wellbeing
The issue of wellbeing has received considerable attention post-pandemic. Wellbeing includes physical and mental health, as well as financial wellness and work-life balance.
Employees and their families on
international assignments expect wellbeing support from their employers.
THE NEED FOR WELLBEING SUPPORT Wellbeing is characterised by happiness, comfort, and security. If employees and their families are to accept and remain on an international assignment, they will expect and require support to ensure access to suitable
medical facilities,
security to protect them in dangerous situations, appropriate work-life balance, and a reward package that provides appropriate fi nancial recompense.
MEDICAL FACILITIES Medical insurance is a pre-requisite for working abroad. Notwithstanding this, host locations may have underdeveloped health care infrastructures. Organisations must have plans in place to ensure that individuals can access healthcare when needed. If employees and their family
members cannot speak the host country language, provision may be needed for translation services to ensure appropriate medical diagnoses and care. Employers should seek advice from
health care specialists to ensure that there are procedures for accessing/reaching medical facilities and that these are communicated eff ectively to employees.
WORK-LIFE BALANCE Long
hours of work can have a
detrimental eff ect on employees’ and their families’ mental health. This will aff ect assignment success. International assignment policy must
address mental wellbeing eff ectively. International assignments can prove stressful due to longer hours of work than at home. Measures should be put in place to ensure that a good work-life balance is possible so that employees can spend quality time with their families. Organisations should make provision
through appropriate working hours and annual leave
arrangements to
strike an appropriate work-life balance. Employees should be encouraged to take their full annual leave and not to work excessive hours. In particularly challenging or remote
host locations, rest and relaxation (R & R) periods away from the workplace/host country should be off ered. R & R breaks enable employees and their families to de-stress and maintain their wellbeing.
FINANCIAL WELLBEING Financial wellbeing is another important issue that aff ects mental health. Employers need to ensure that
their international
reward policy maintains employees’ requirements
such that they are no
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SECURITY ISSUES Employers have a duty of care to their employees and any accompanying family members. The host country may be unsafe due to political instability and/or high crime rates. Security measures should be put in place such as secure housing and the use of guards and drivers. Emergency evacuation measures should also be planned for as locations that may be deemed safe one day can pose serious threats unexpectedly.
worse off as a result of undertaking the assignment. This can prove challenging when one partner in a dual income/ career couple is asked to move and there is no opportunity for paid employment for the partner in the host location. Organisations are not expected to
compensate for loss of income if partners give up their jobs, but they can provide support to assist working partners to obtain work visas and help with job applications. Career
counselling is another valuable intervention.
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