1. SAMPLE Optimize the Employee Wellbeing Program
Prioritize improvements in the workplace for healthier, happier, more productive employees.
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2. Our understanding of the problem
HR professionals who are leading the employee wellbeing program development.
Business leaders who are championing or sponsoring employee wellbeing program development.
Understand the case for employee wellbeing and how it can save you money in the long term.
Set a vision and direction for your employee wellbeing program.
Conduct an audit to evaluate your current employee wellbeing practices.
Select initiatives to improve employee wellbeing.
Solicit employee input to gain buy-in for the employee wellbeing program.
Communicate to implement employee wellbeing program initiatives.
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3. Executive summary SAMPLE
Employee wellbeing is no longer a supplementary program that few organizations offer. In 2012, 87% of organizations had employee wellbeing plans, up from 76% in 2010 (Buck Consultants, 2012). Organizations around the world are prioritizing employee wellbeing.
Employee wellbeing and employee engagement are closely linked: the latter has been shown to improve productivity and increase creativity, and organizations with high employee engagement perform significantly better financially than those without high engagement.
McLean & Company recommends prioritizing wellbeing initiatives inside the work environment and organizational culture, rather than outsourcing all wellbeing initiatives: the work environment is within the organization’s control, and small changes can create a massive impact on overall employee wellbeing.
It is important to seek employee input on wellbeing initiatives, but don’t do this too soon or you risk raising expectations that cannot be met. Develop a shortlist of feasible initiatives aligned with your high level goals and get executive sign-off before seeking input from employees.
Healthcare costs are rapidly rising, as are stress among employees and the legal implications of ignoring employee wellbeing. To address these challenges, organizations have moved to create programs that address employee wellbeing from both a physical and emotional standpoint.
Organizations must not rush to implement random initiatives to improve employee wellbeing. They must assess their specific work environment and the challenges and risks that their employees face in order to create a tailored program that meets the needs of its employees.
Follow McLean & Company’s five-step process to develop a program that suits the needs of your organization and employees.
Set a vision and direction for your employee wellbeing program that is tied to business drivers.
Conduct an employee wellbeing audit to evaluate your current practices.
Select initiatives to improve employee wellbeing.
Solicit employee input to gain buy-in for the employee wellbeing program.
Communicate to implement employee wellbeing program initiatives.
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4. Guided Implementation
McLean & Company offers various levels of support to best suit your needs
Guided Implementation
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
DIY Toolkit
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
Workshop
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
Consulting
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
Diagnostics and consistent frameworks used throughout all four options
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5. Optimize your employee wellbeing program using McLean & Company’s five-part process
McLean & Company recommends creating a comprehensive employee wellbeing program that prioritizes improving the overall work environment.
Set the Vision of the Employee Wellbeing Program
Audit Current Employee Wellbeing Practices
Select Initiatives for the Employee Wellbeing Program
Communicate to Implement Employee Wellbeing Initiatives
Involve Employees & Get Stakeholder Buy-In 1 2 3 4 5
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6. Sample Slides
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7. Organizations are hopping on the employee wellbeing bandwagon because it pays off
Workplace wellbeing and performance are not independent. Rather, they are complementary and dependent components of a financially and psychologically healthy workplace – Harter et al.
Astra Zeneca’s employee wellbeing programs in the United Kingdom resulted in an 8.5% reduction in absenteeism and a 1.2 million GBP decrease in absence-related costs between 2003 and 2004.
The program covered:
Employee health promotion
Work-life balance initiatives
Ergonomics
Counseling and life management programs
Integrated workplace HR and health interventions
– MacLeod and Clarke, 2009
Johnson & Johnson first rolled out its workplace health promotion program in Between , the organization’s annual growth in medical spending was 3.7% lower than other similar big companies with an ROI ranging between $1.88-$3.92 for every dollar spent on the program. Employees experienced meaningful decreases in poor nutrition, physical inactivity, tobacco use, high cholesterol, high blood pressure, and obesity.
– Henke et al., 2011
A personal branch of a financial organization rolled out a workplace health promotion program that included six voluntary training modules on global health, stress management, heart health, healthy eating, and physical activity. There was also a voluntary smoking cessation program.
Results included:
33.7% of participants reporting weight loss.
Significant reduction in self-assessment of smoking, assessment of high stress within and outside the workplace, signs of stress, and feelings of depression.
28% decrease in absenteeism.
54% decline in average annual turnover.
– Renaud et al., 2008
Du Pont Co. (Well Workplace Gold in Delaware) experienced an ROI of $1.42 for each dollar invested in workplace health promotion over two years in lower absenteeism costs. Absences from illness unrelated to the job decreased by 14% at 41 industrial sites where the health promotion program was offered vs. a decrease of only 5.8% at 19 sites where the health promotion program wasn’t offered.
– Wellness Councils of America Website
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8. Conduct an employee wellbeing audit to focus your employee wellbeing program, or risk missing the mark
One solution does not fit every workplace. An audit can help focus your wellbeing optimization project by revealing existing strengths to leverage, as well as gaps to close.
Current wellbeing policies, programs, training, culture & communications, and analytics & reporting.
How your wellbeing program balances between physical and mental health initiatives.
How your wellbeing program balances between initiatives within and outside the workplace.
An audit provides a baseline for the wellbeing optimization project by highlighting:
A holistic audit assesses employee wellbeing practices internal and external to the workplace.
Identify other information you may require to evaluate employee wellbeing.
Surface areas of non-compliance with wellbeing related legislation. These vary by legal jurisdiction but can include implementation, communication, and instruction of policies and programs relating to areas such as occupational health and safety and/or accommodation for people with disabilities.
The results of the audit can also help:
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9. McLean & Company Helps HR Professionals To:
Empower management to apply HR best practices
Develop effective talent acquisition & retention strategies
Build a high performance culture
Maintain a progressive set of HR policies & procedures
Demonstrate the business impact of HR
Stay abreast of HR trends & technologies 
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"Now, more than ever, HR leaders need to help their organizations maximize the value of their people. McLean & Company offers the tools, diagnostics and programs to drive measurable results."
– Jennifer Rozon, Vice President, McLean & Company
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