Employee well-being is lacking at all levels of organizations, spurring calls for more action and accountability. In response, C-suite execs say it's time for companies to put their metrics where their mouth is.
A recent survey from Deloitte revealed that 85% of executives agree that employee feedback around wellness programs and benefits should be made public to increase transparency — but they may be in for a rude awakening. While over 75% of C-suite leaders said their workforce's health has improved since last year, around 66% of employees said that is actually not the case. This gap in perception means less awareness of the underlying issues: 80% of respondents reported their lack of well-being is fueled by
"This is to the forefront," says Dan Schawbel, managing partner at research agency Workplace Intelligence. "We have to go back to the basics and focus on the core things that humans need to unlock their productivity and potential at work; we don't want well-being to be a barrier."
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Feeling responsible for their workforce's well-being is here to stay, according to 85% of executive respondents. Viewed as an essential part of leadership's performance, 72% said executive bonuses should be tied to wellness results, and 78% went as far as to say top leaders should be replaced if they cannot consistently achieve a decent well-being standard.
In order to keep their bank accounts and jobs secure, top leadership should consider how well they have followed through with and communicated their well-being commitments — such as benefits and programs designed to improve employee physical,
"The business impact of sharing workplace well-being data [is] extreme; that's why there is still resistance to doing this," says Schawbel. "Collect the data and see where your organization stands right now, and see if it's acceptable. It's not just about the quantitative data. It's about these daily conversations — you can make some of these improvements before you go public."
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In addition to holding themselves more accountable, an immediate focus for top leadership can be
"Rigid scheduling requirements, heavy workloads are getting in the way," Schawbel says. "If the culture doesn't support work restrictions and boundaries, then it doesn't matter because when [employees] come home, they still have to respond to business emails until 11:00 at night and on weekends. So the cultural and the management aspects are really critical."
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Despite concerns, executive leadership can acknowledge that embarking on a public workplace well-being mission is best for their business's short-term and long-term goals. Eighty-three percent said that making their reports public could increase employee trust, and 82% believe it will benefit recruitment.
"Well-being affects every single person," Schawbel says. "It can be a competitive advantage. If you're improving these metrics, it can serve as a way to get top talent. Having that as part of your recruiting booth and on your website will help just like Best Place to Work and other various awards help."