Understand And Improve The Wellbeing At Work

But this proportion varies across countries, national economic environments, job markets, employees expectations and cultural differences.

The wellbeing at work ‘best in class’ countries are driven by strong scores on the ‘emotional’ components (enjoy coming at work, interesting job, stimulating working environment, confidence in professional future).

Within ‘matured’ economies there are clear expectations for emotion and appreciation.

Developing an active policy in managing skills (renewal and transmission) is a “must” to avoid a low wellbeing at work score. But overall, managing “end of career” and developing “digital culture” are the two boosters of wellbeing at work = how to transition smoothly from the XXth century economy toward the “XXIst” economy?

Wellbeing at work: the ultimate driver of people performance?

“It is becoming more and more evident that organisations are starting to manage employee health rather than employee sickness, not as a standalone wellbeing strategy but as an integral part of an overall employee wellbeing programme. Such strategies seem to be giving real benefits to these organisations in reducing turnover and increasing the productivity and engagement of their employees” .

Conclusion of a research conducted by the Chartered Institute of Personnel and Development -CIPD- the association for HR professionals committed to championing better work and working lives - 140,000 worldwide members.

Measuring Wellbeing At Work

Breakdown by countries

• American countries are leading the pack just behind India.

• Europe is behind the fastest growing economies.

• Japan is behind everyone.

These results are impacted by cultural bias (Latin America or Japan) and local economic environments (e.g. Germany vs. France).

Countries profiles

• Components of wellbeing at work vary between countries.

• The wellbeing at work ‘best in class’ countries are driven by strong scores on the ‘emotional’ components

• Wellbeing at work results are higher on ‘environment’ (comparatively) in Japan, China, Turkey, Italy and Poland.

• Employees in mature economies have a more balanced wellbeing at work score with a lack of emotion in Spain, USA and UK and a lack of appreciation in France, Germany and Belgium.

Implementing Wellbeing At Work

Countries wellbeing policies

There is a correlation between wellbeing at work and the perception of an ‘active’ policy regarding wellbeing in the company except for Brazil, Chile and more critically in France and China are there less active policies or policies with a low visibility? Are there higher expectations from employees ?

HR policies

1. Active policies in developing digital culture and managing end of career are the key drivers to boost wellbeing at work

Skills management is the most impactful policy to avoid a negative wellbeing at work score… followed by career management for ‘senior’ employees, working hours flexibility and promotion of health at work.

Diversity and new joiners inclusion are less impactful.

However, working on digital culture managing professional career of senior employees are the two policies that boost positively wellbeing at work.

2. Focus by countries à a young and diversity orientation vs. Skills and senior orientation

Two sets of countries can be identified:

• Countries which companies are good at developing recognised policies re. diversity and young people inclusion, but weak at policies re. management of senior and skills are Chile, France, UK, Belgium and Poland.

• At the opposite, countries which companies are weak at implementing policies related to diversity and young people inclusion but strong in the skills and senior employees management areas are China, India, Mexico, USA, Germany, Italy and Spain.

• Japan is the best country in implementing health at work policies ; China in skills management and Germany in managing end of career.

Wellbeing at work and motivation

Wellbeing at work strongly impacts motivation.

37% of employees are very positive, their wellbeing at work have a motivation on the increase (vs. 14% among those who are ‘rather positive’ and 5% for those who have a negative opinion of their wellbeing at work).

Summary

1. As an unpredictable economy changes the rules, employee engagement is at the heart of sustainable performance.

2. Wellbeing at work is a key driver of engagement among an individualised and talent driven workforce.

3. Wellbeing at work is based on an unequal combination of a job environment + appreciation + emotion.

4. Among workforce of 15 major economies, 71% of employees are positive about their wellbeing at work.

5. "Skills management" is #1 HR policy whoch supports wellbeing at work overall.

6. "Digital culture development" and "end of career management" are the boosts for increasing wellbeing at work.