Evidence
The business case for promoting wellness and engagement is clear. Presenteeism – when employees come to work but are ill, or not fully engaged, and therefore less productive – costs UK business over £15 billion each year nearly twice the cost of sickness absence. Presenteeism also accounts for 1.5 times as much working time lost as absenteeism.
Right ManagementThe Wellness ImperativeMaking wellness central to business strategy opens an important new avenue to increasing organisational effectiveness. As the post-recession world economy slowly takes shape, those organisations that choose to follow this path are more likely to boost workforce productivity, drive business performance and realise core strategic goals.
The The Work Foundation calculates that increasing spending on engagement by 10 per cent would boost profits by £1,500 per employee per year.
Proactive policies can also contribute to the bottom line by reducing staff turnover and aiding recruitment. And when wellness is combined with 'good work' – work that is secure, varied and puts employees in control – businesses can look forward to higher engagement, increased productivity and long term sustainability.
The evidence suggests that we are approaching a tipping point. The number of FTSE 100 companies reporting on employee health and wellbeing rose from 68 per cent in 2007 to 100 per cent in 2010 as shown in the Ipsos MORI FTSE 100 Public Reporting Trend Research on Employee Wellness & Engagement.
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