Finding new ways to improve employee wellbeing, reduce turnover and burnout, and ensure a safe work environment remains a top priority on corporate agendas as employees increasingly report burnout and disengagement at work.
More than 75% of companies recently surveyed by BSI Consulting have wellbeing programs that are in early stages of implementation. Organizations with more mature wellbeing programs report significant returns on investment, including reducing injuries by up to 35%, reducing absenteeism by 40% and increasing productivity by 35%, according to BSI.
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Only 10% of employers are confident that their employees are highly satisfied with their wellbeing programs, and one-third of employers believe their employees are not satisfied with their offerings. This aligns with employee surveys that reveal low perception of wellbeing at work and could be a result of poorly defined strategies that are not based on employee feedback, said BSI.
Almost half (40%) of senior leaders provide minimal support for wellbeing programs, while only 22% are fully committed, said the report. An even smaller percentage of managers are engaged with company wellbeing programs, and very few companies measure, track and report wellbeing challenges to leadership. Without leadership buy-in, wellness programs are likely to be underfunded and ineffective, said BSI.
More than 90% of employers said their wellbeing programs are limited or somewhat comprehensive. Only 8% said their programs are very comprehensive. Yoga and meditation classes, counseling or therapy, and nutritional labeling in cafeterias are the core service offerings of wellbeing programs, but those types of programs may not align well with the needs of employees, said BSI.
This may be the reason that only 10% of employees are highly engaged with workplace wellbeing programs. Low engagement could be due to potential stigmas around using wellbeing resources or difficulty accessing them, said BSI. The firm noted companies invest thousands of dollars in employee assistance programs, but less than 5% of employees use them.
“What’s particularly striking is the consistency of this message across all levels and industries – from assembly line workers to senior executives,” said BSI. “At its core, the theme remains the same: our people are asking – sometimes demanding – for meaningful support. They're not looking for superficial perks or occasional yoga classes; they're asking for fundamental changes in how we structure work, measure performance, and value them as individuals and contributors.”
Among the steps employers can take to better engage employees on wellbeing are building a supportive and collaborative culture; offering flexible work options; providing meaningful wellbeing solutions focused on career development, financial management education and charity work; and prioritizing occupational health and safety.
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