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Research shows that employee health status directly influences work behavior, attendance and on-the-job performance. High-performance companies clearly understand the human-capital-driven health and work behavior equation. That’s why more than 75 percent of high-performing companies regularly measure health status as a viable component of their overall risk management strategy This new SHRM Foundation report, Promoting Employee Well-Being: Wellness Strategies to Improve Health, Performance and the Bottom Line will help you assess your organization’s health risk, lower your health care costs and develop a healthier workplace culture. It summarizes the latest research on wellness and prevention programs and their impact on the workforce.
Wellness Strategies to Improve Health, Performance and the Bottom Line
Human resource professionals know that people—or human capital—are the heart of any successful enterprise, especially in tough economic times. People provide creativity and innovation, but these intangible contributions are rarely reflected in financial statements. Unlike structural capital, human capital never really belongs to the firm. People can walk out the door at any time unless companies find ways to keep them.
Human capital drives every aspect of an organization’s operations, from technology and product design to distribution networks and service delivery. Considering the vital role human capital plays in a firm’s ability to compete in the global economy, HR professionals are always seeking new ways to tap this potential.
One way to build competitive advantage for your organization is to improve the health status and well-being of your employees. The latest research shows that health, work behavior and the value of human capital are linked.1 Put simply, employee health status directly influences employee work behavior, work attendance and on-the-job performance.2 Therefore, developing healthier employees will result in a more productive workforce.
Adding up the Equation
High-performance companies clearly understand the health-and-workbehavior equation. This is why more than 75 percent of high-performing companies surveyed recently said they regularly measure health status as a component of their overall risk management strategy.3 Human resource directors should get their CEOs on board to drive this equation at all levels. CEOs at high-performing companies often lead by example, steering crossfunctional work teams toward fostering a culture of health, which becomes a competitive advantage.4 This is put into practice by:
• Engaging employees.
• Embracing meaningful use of health benchmarks and metrics.
• Creating senior management visibility for innovative policies.
• Supporting individuals’ financial security aspirations.
• Aligning meaningful incentives.
• Helping people get the best out of life.
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