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It's always compelling to hear professional discuss the influence workplace wellness can have on employees specifically and the workplace generally. One piece: Andy Campbell, Human Capital Management (HCM) strategy director at Oracle, has written on the role of workplace wellness in Occupational Health & Wellbeing.

Highlights:

• Importance & Cost Reduction: “It cannot be stressed how important workplace wellbeing has become to people today. Recent Oracle research found that 90% of employees say it is important that health and wellness technology and processes are used to transform corporate culture and create a unique working environment. The company has seen a reduction of £1 million in its absence costs as a direct result of wellbeing interventions.”
• Benefits: “Of course, the reason for providing all these services is not entirely altruistic. Businesses understand that a fitter, happier employee is more productive and less likely to leave for a rival that provides better benefits. Modern health initiatives also help foster an improved spirit of collaboration and teamwork among workers – not to mention less stress in the workforce and reduced insurance premiums for the business.”
• Employee Engagement: “Programmes like these also increase engagement between employer and employee and give HR a positive story to tell when trying to recruit talent, who are increasingly likely to work for a company that differentiates itself with benefits such as these.”
• Measurement & Customization: “Of course, companies do not want to invest in any initiative without seeing measurable returns. It takes more than simply setting up a wellness programme to make a difference. Also, what works for one organisation may not work for another.”
• Measurement & ROI: “Before implementing any wellbeing initiative, it is important businesses have systems in place to track the success of these programmes via key metrics such as enrolment, participation, and employee feedback. Not only will this make their wellbeing initiatives more engaging, it also allows HR to measure the return on investment of their undertakings, including tenure, staff churn, and reductions in days lost to sickness, and highlight these in the boardroom.”