Company culture and the key to greater employee engagement.

company culture and employee engagement

Does a company culture of good health lead to greater employee engagement?

Yes argues the Consumer Health Mindset analysis, who found employees who work in strong cultures of health were more likely to say they have control over their health and are less likely to report stress having a negative impact on work than their counterparts.

Based on the Consumer Health Mindset research, employees who work in strong cultures of health were more likely to say they have control over their health than those who work at companies where it is less of a priority (78 percent versus 63 percent). In addition, they were less likely to report that stress has a negative impact on their work (25 percent versus 53 percent). The report also showed a link between strong health cultures and general happiness. Sixty-eight percent of employees in strong health cultures say they are extremely or very happy with their lives compared to just 32 percent of those in weak health cultures.

Many employees recognize the advantages of a healthy lifestyle, but may not have the time or motivation to take action, as the survey shows that organizations that foster a strong culture of health, through leading by example and encouraging healthy activities, will cultivate a workforce that demonstrates better health behaviours and is more actively engaged.

According to the report, employees in strong cultures of health are more likely to take positive steps to improve their health. Seventy-two percent had an annual physical in the past year and 65 percent exercised at least three days a week, compared to just 64 percent and 47 percent, respectively, of employees at organizations with weak cultures of health. Seventy-seven percent participated in wellness programs, compared to just 45 percent of those employed at companies where health is perceived to be a low priority.

“It is exciting to see that employees are getting the message that their employer cares about their health and well-being and wants them to be happy and productive” said Helen Darling, President and CEO of the National Business Group on Health. “Over the last several years, employers have implemented a wide range of health promotion programs that foster strong cultures of health because they understand that healthy employees are engaged, happy and productive.”

Workplace Wellness and Cultures of Health

Employee Action Companies with Strong Cultures of Health Companies with Weak Cultures of Health
Feel they have control over their health 78% 63%
Report stress has a negative impact on work 25% 53%
Report general happiness 68% 32%
Had an annual physical in last year 72% 64%
Exercise at least three days a week 65% 47%
Participated in a wellness program 77% 45%

“By taking advantage of employer health programs and resources, employees not only feel they gain more control over their own health, but also create a stronger relationship with their organization,” said Christine Baskin, senior vice president at The Futures Company.

Creating and Sustaining a Strong Culture of Health The Consumer Health Mindset finds there are many factors that go into creating and sustaining a strong culture of health. When analyzing the survey results, four factors appear most influential and should be strongly considered by employers looking to improve their health culture:

  • Make health improvement a priority within the organization. Employers should demonstrate to consumers that they support workplace initiatives that improve employee health, not only those that might save money. According to the report, 94 percent of employees in organizations with strong cultures of health say health and wellness programs are a good business investment, while only 60 percent of those in weak cultures agree.
  • Actively encourage healthy activities during the workday. To start, organizations should think through a day in the life of their employees and identify and remove barriers to good health choices and habits. For example, they may allow employees to attend wellness programs during work hours, incorporate walking and standing meetings or provide access to foods that are healthy and drive creative energy to support employee focus and performance. In addition, manager support makes a significant difference. Sixty-six percent of employees at organizations with strong cultures of health report that their direct managers support their efforts to achieve their health goals, compared with 11 percent of employees at organizations with weak cultures of health.
  • Lead by example. The report shows the number one characteristic influencing perceptions of a weak culture of health were leaders who do not actively encourage employee health or serve as role models. To ensure employees are feeling supported in their health efforts, employers should find and celebrate employee role models and invite them to tell their stories and visibly help others. For example, companies may look for senior executives who are willing to be transparent about a health struggle or achievement or who would agree to be photographed or videotaped working out or making healthy choices in the cafeteria.
  • Recognize progress and results. According to the report, recognition had the fourth highest influence in driving perceptions of a strong health culture and, conversely, the lack of recognition had the second highest impact in driving perceptions of weak culture of health. Organizations should celebrate employees who have made significant health strides and think about creating health competitions with meaningful rewards to generate excitement and participation.

Other actions suggested to improve health engagement include:

  • Design programs that are meaningful and relevant to the workforce. According to Aon Hewitt, most organizations can find success with programs that employees believe are worth the effort, move them toward better health and are easy to do, such as nutrition or healthy eating programs. Employers may also want to consider implementing short-term programs that work once or twice—such as a 12-week weight loss challenge or a summer fitness program—instead of focusing on programs that have been around forever yet may not yield positive results.
  • Avoid a one size fits all approach – Employers should consider conducting an analysis of their employee population by segments to understand what motivates them to action, and then tailoring their incentives and program offerings to maximize relevancy to their target populations (research via department, teams, city etc). Swenson suggests exploring ways to use mobile-friendly websites, apps and targeted texting to help motivate and engage employees in health campaigns. These include piloting social channels like blogs geared to people with certain health conditions, location-based tools like Foursquare and media-sharing sites like Pinterest. Employers should also consider short-form video sharing services like Vine, particularly for younger consumers.

Source : Consumer Health Mindset analysis with contributions from Aon Hewitt and Alex Swenson

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EQworks takes a holistic approach to EQ development and training also providing advice about lifestyles and healthy living. CEO Philip Gimmack is also a qualified wellness practitioner and incorporates this into his programmes and coaching. You can contact him to discuss on 0208 455 6575 or via email on info@eqworks.co.uk. #EQWorkscoaching #EQcoach #Executivecoach #Personalcoach Develop #EQ for success

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EQworks Marketing

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