Gartner has suggested three ways that companies can use to get the most out of their investments in employee well-being by increasing employee engagement in existing programmes
FREMONT, CA: The COVID-19 pandemic has had far-reaching and long-term consequences for people in many aspects of their lives — health, family, employment, and so on. Given the pandemic's impact on employees, many businesses have been forced to reconsider the support they provide. Despite growing investment in well-being programmes, many employees who may benefit from them do not take part. According to Gartner's EVP Benchmarking Survey for 2021, 87 percent of employees have access to mental and emotional well-being products, but just 23 percent use them. Physical and financial well-being programmes follow the same structure.
Gartner has suggested three ways that companies can use to get the most out of their investments in employee well-being by increasing employee engagement in existing programmes. Firstly, by improving employee awareness of well-being requirements and services. Next by reducing apathy and stigma associated with wellbeing. Lastly by reducing the amount of time and effort required to engage in wellbeing initiatives. Succeeding in these benefits helps both employees and the company. Employees who participate in well-being initiatives are 48 percent more likely to be highly engaged than those who do not. Furthermore, employees' physical, financial, and mental wellness improves by 7 percent on average at companies that offer holistic well-being initiatives.
Despite the fact that all firms, which account for 92 percent, spoke with their employees about well-being more in 2020 than in 2019, many employees are still unaware of the programmes available to them. For example, according to Gartner's 2020 Well-Being Benchmarking Survey, almost all firms (96 percent) offer mental well-being programmes, yet according to Gartner's 2020 Well-Being Employee Survey, less than half of employees (42 percent) believe their employers do. As a result, the first step is foundational: HR must raise employee awareness of employer-provided well-being initiatives. To reach all employees, the Total Rewards function (the component of HR in charge of salary, benefits, and well-being programmes) should collaborate with and leverage the power of other communicators including leaders, managers, and peers.
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