Over the past five years, there has been a growing focus on the health and wellbeing of employees, including their physical, emotional, social and financial wellbeing. As costs rise and emerging regulations come into play, employers are putting more effort into managing wellbeing risks and protecting business value.
- A shared mindset with aligned behaviors, enabled through leaders and managers
- Made real through programs, policies and practices
- Accelerated through connections to total rewards, careers, benefits, and work and safety practices
- Embedded in the employee experience and culture, reflective of corporate values
Wellbeing has been identified as one of the top issues of concern for Boards of Directors, showing its significance in today’s work environment. Although there’s been some progress in how much employees feel their wellbeing is valued by their leaders, there is still a notable difference between average and high-performing companies.
High-performing organizations are looking beyond just physical health and safety; they adopt a comprehensive approach that covers physical, emotional, social and financial aspects of wellbeing.
To improve wellbeing, high-performing organizations don’t just tweak benefits, they embed wellbeing deeply within their employee experience - fully integrating it into their human capital strategy, culture, and employee value proposition (source: 2024 Wellbeing Diagnostic Survey, Global). This method results in less burnout, absences, presentism, attrition, and to higher levels of engagement, and business results.
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High Performance Employee Experience (HPEX)
