The opinions expressed in this presentation are those of the speaker. The International Society and International Foundation disclaim responsibility for views expressed and statements made by the program speakers.

Beyond Wellness: A New Paradigm in Engagement

Tied to Business Results

Gary Gustafson, CEBSDivisional Vice President

LimeadeMerrimack, New Hampshire

10A-1

TOPICS

• Traditional Wellness's Failure

• Well-Being and Engagement

• Drivers of Well-Being

• Engagement and Business Results

10A-2

A NEW PARADIGM

10A-3

HAVE YOU EVER LAUNCHED A PROGRAM BECAUSE YOU CARE ABOUT YOUR PEOPLE. . .

BUT IT SENT A DIFFERENT MESSAGE?

10A-4

WE HAVE TO CHANGE THE WAY WE WORK

10A-5

GREAT COMPANIES

When employees have well-being in their lives, they are more engaged.

More engaged employees mean better business results.

10A-6

ENGAGEMENT IS A DEEP CONNECTION AND SENSE OF PURPOSE AT WORK THAT CREATES EXTRA ENERGY AND COMMITMENT

ENGAGEMENT BENEFITS THE EMPLOYEE AND THE EMPLOYER

10A-7

Potential revenue increase for every 1% increase in engagement for the average Fortune 500 company (1% increase in engagement = .6% revenue increase, Aon Hewitt 2017)

1% $150M

WHY THIS MATTERS

10A-8

WELL-BEING DRIVES ENGAGEMENT

Companies inspire commitment and elevate culture by investing in well-being which in turn drives engagement.

2016 Well-Being and Engagement Report (Limeade/Quantum Workplace)

10A-9

Improve physical, emotional, financial and work well-being

Connect with peers, managers, teams, leaders and company strategy

Leverage every company capability and program

AN IMMERSIVE EXPERIENCE

10A-10

When employees feel their employer cares about their well-being, they’re

38%MOREENGAGED

Quantum Workplace & Limeade, 2015

who feel they have a higher well-being & org support recommend company as a great place to work

99%

Quantum Workplace & Limeade, 2016

Quantum Workplace & Limeade, 2016

of employees with high well-being and org support are less likely to leave

91%

WELL-BEING + ORG SUPPORT

10A-11

EMPLOYEE EXPERIENCE MATURITY MODEL

HR silos running top-down“do this, get that” programs

More coordinated, frequent, positive and data-driven

Integrated, real-timeapproach at multiple

company levels

Fully immersive employee experience

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4

10A-12

10A-13

10A-14

LOCAL SUPPORT

10A-15

ORGANIZATIONAL SUPPORT

10A-16

Engagement + well-being indicators, for example:

“I am engaged in my work”“I am energized by my

work”,“I feel valued by my

employer”“I use my greatest strengths”“I am contributing to something that matters”

HOW TO MEASURE REALEMPLOYEE ENGAGEMENT

10A-17

Companies with high employee engagement:

HIGHER ENGAGEMENT = BETTER BUSINESS RESULTS

10A-18

CASE STUDIES

10A-19

CASE STUDY – HEALTH SYSTEM

Employees

26,000

90/Clinics

BACKGROUND

• Check-the-box program

• Medical premium credits

• Lack of self-care

BUSINESS PROBLEM

• Caregiver burn-out Hospitals

13

10A-20

Improvement in engagement survey question, “Employer cares about my well-being”

14%

of well-being dimensions improved year-over-year

70%

HIGHER EMPLOYEE ENGAGEMENT DRIVES HIGHER PATIENT SATISFACTION

10A-21

CASE STUDY –MANUFACTURING

Employees

17,000BACKGROUND

• Diverse conglomerate

• Rapid growth

• Safety focused

BUSINESS PROBLEMS• Employee engagement

• Cultural disparities

10A-22

Increase in program participation

30%

Improvement in its TRIFR safety ratings (91 fewer incidents or $3.5M* in savings)

8%

FOCUSED ON PILLARS OF SAFETY, QUALITY, PERFORMANCE, TRUST

*Based on the National Safety Council average of $38k per incident

10A-23

WELL-BEING DRIVES ENGAGEMENT AND REVENUE

2017-2018 ENGAGEMENT SCORE

10A-24

CASE STUDY – RETAIL

10 year revenue growth

$22M-45BBACKGROUND• Rapid growth

• Numbers-focused

• “Worst places to work”

BUSINESS PROBLEMS• Dysfunctional culture

• Turnover

10A-25

EMPLOYEE ENGAGEMENT

1-3 YEAR-EMPLOYEES WERE MOST ENGAGED

10A-26

3+ YEAR-EMPLOYEES BECAME DISENGAGED

EMPLOYEE ENGAGEMENT

10A-27

Increase in employees reporting active engagement from 2016-2018

1.6%

Point increase in care and concern from their employer from 2015-2017

14

AWARDED “MOST INCLUSIVE WORKPLACES”

10A-28

CONCLUSION

10A-29

KEY TAKEAWAYS

• Well-being creates real employee engagement, revenue, productivity, and lower turnover

• Well-being is driven by eight primary drivers

• You can empirically tie well-being and engagement to business results

10A-30

THANK YOU

10A-31