It isn't fluff: The science of well-being

It isn’t fluff:The science of well-being

LAURA HAMILL, PH.D.

Agenda of well-being

Definition

Evolution

Measurement

Improvement

Future

© 2016 Limeade. All rights reserved.

Defining well-being.

Well-being defined

Optimal psychological

functioning and experience

Ryan and Deci2001

Living the good life — happiness + actualization

Waterman1993

Or simply put… “how are you?”


Self-determination theory

Ryan & Deci, 2000

5


Ryff’s model of psychological well-being

Ryff, 1989


4

Limeade well-being model

2007


2

Evolution of well-being.

Evolution of well-being

Utilitarianism & virtue• Greatest happiness for the

greatest number• Character strength

2010 +

2000s

1990s

1960s

1800s



2010 +

2000s

1990s

1960s

1800s

Medical model/Wellness programs• Safety, smoking, health risks• Transition to prevention



2010 +

2000s

1990s

1960s

1800s

Positive psychology• Non-medical model• Happiness vs. realizing potential• Cost cutting/HRAs



2010 +

2000s

1990s

1960s

1800s

Positive psychology & wellness intersect

• What’s right vs. what’s wrong• Clinical “thread” continues



2010 +

2000s

1990s

1960s

1800s

Whole person• Work/life overlap• Employee experience• Optimizing human performance


Why well-being matters.

The whole employee matters

47%of employees say

problems in their personal lives affect their

performance

37%of HR professionals

say employeesmiss work due

to financial emergencies

67


The whole employee matters

60%of all illness & disease caused by stress

80%of doctor visits are due

to stress9 10


Engagement and well-being are related

Research shows:engagement predicts well-being.

When employees feel their employer cares about their

well-being, they’re:

Employees with strong well-being are more than

2x as likely to be engaged in their jobs.

38%more engaged11

12

13


Engagement matters

Companies with high employee engagement:

Organizations with high engagement…

Outperform the stock

market

>65%have higher shareholder returns than

average

Are more lucrative

Have strong internal metrics

78%more

profitable and 40% more productive

5xMore likely to achieve high performance

with high engagement

21

22

23

Engagement mattersBenefits of an engaged workforce

Performance

87%less likely to

leave the organization

Safety Growth

Stock price growth

2.5xthat of peers

24 2526

5xLess likely

to have safety incident

If you have well-being & engagement you get great results

42%More likely to

evaluate overall lives highly

27%More likely to

report excellent performance

19%More likely to

volunteer in the past month

59%Less likely to

look for a job in next 12 months

70%Fewer missed

workdays due to poor health

20


Well-being virtuous

cycle

Shift #2“Culture of health” to “great company” thinking

Measuring well-being.

Measuring well-being

A well-being assessment is…

• Questionnaire used to create self-awareness

• Self-reported

+ biometrics

+ resource routing

Desired outcomes

Recommended goals + actions

Personal results

Well-being assessment


Survey questions you can ask

Overall, my employer supports

me in living a healthier life

“ The leaders of this organization are good role models

for well-being improvement

“Overall, my employer cares about the health and well-being

of it’s employees

“

Well-being

Measuring the right outcomes

PREDICTORS EXAMPLE OUTCOMES

Business goals• Productivity• Customer satisfaction

HR goals• Employee engagement• Employee retention

Program goals• Employee health risks • Employee participation vs. engagement• Teamwork & sense of ‘play’


Average sick leave days used per year

Example data

Lower use of sick leave

Higher well-being

Lower well-being

25% lower turnover

rate

$1.6M or 3X more

spent on employee replacement by low well-being agencies

Lower well-being agencies – agencies with lower than average scores; higher well-being agencies – agencies with higher than average scores

78%

of positive job satisfaction for higher well-being agencies

(71% for lower well-being)

Higher employee job satisfaction

Example data

$1.6 Millionor 3X more

spent on employee replacement by low well-being agencies62%

positive fit with organization for higher well-being agencies

(54% for lower well-being)

Higher fit with the organization

Lower well-being agencies – agencies with lower than average scores; higher well-being agencies – agencies with higher than average scores

Improving well-being



To improve well-being, the organization must support employees in their improvement

Organizational support

Well-being


Underlying norms, values and beliefs

of the organization

Sets the tone for what’s acceptable

Drives employee, manager and

leader behavior

Why culture matters


Well-being culture attributes

trusting

trustworthy

transparent

flexible

learning orientation

whole employee

invests in employees

long-term focus

resilient

optimistic


Create employee awareness on focus areas

Offer recommendations on how to improve

Organizational support(conditions for well-being improvement)

Measure improvement

Recognize & reward

Continue to improve

1

2

34

5

6

Well-being improvement



Volunteering

Healthy babies

Financial planning

Values

Health coaching

Biometrics

Training/development

Health insurance

Well-being assessment

Physical fitness

Emotional health

EAP

89% participation in

Total well-being



3

Create awareness1

2Recommend how to improve

Showorganizational support



4

6

5

Measure

3risks factors

improved

- 40% ER visits

+30% participation in coaching

Recognize + reward

Continue improving


Future of well-being.

Future of well-being

Well-being:

| Prerequisite to true engagement at work

| Not judged solely by health care cost reductions

| Not “done” to employees

| Must have organizational support

| Must be aligned with vision and business strategy


Simple ways to improve your well-being program

Create clear goals aligned to business strategy

Measure organizational outcomes

Break down HR siloes

Show organizational support


Key takeaways

Not fluff — growing

evidence and evolving science

Organizational support is critical for well-being

improvement

Great companies to work for put

well-being first


Q&ALAURA HAMILL, PH.D.

Take our quiz: Does your organization’s culture support employee well-being?

limeade.com/2016/04/culture

-quiz/limeade.com | [email protected] | [email protected]

http://www.limeade.com/2016/04/culture-quiz/

References1. Gallup2. Limeade Well-being Model3. Hattie, J. A., Myers, J. E., & Sweeney, T. J. (2004). A factor structure of wellness: Theory, assessment, analysis, and practice. Journal of

Counseling & Development, 82(3), 354-364.4. Ryff, C. D. (2014). Happiness is everything, or is it? Explorations on the meaning of psychological well0being. Journal of Personality and Social

Psychology, 57, 1069-1081.5. Ryan, R. & Deci, E. (2001). On happiness and human potentials: A review of research on hedonic and eudaimonic well-being. Annual Review of

Psychology, 52, 141-166.6. Bensinger, DuPont and Associates. (2013). Stressed at work: What we can learn from EAP utilization.

http://www.bensingerdupont.com/filebin/pdfpublic/BDA_White_Paper.pdf7. SHRM. (2014). Employee financial stress. http://www.shrm.org/Research/Documents/Employee-Financial-Stress-Flyer.pdf8. McCarthy, J. and Brown, A. (2015). Getting More Sleep Linked to Higher Well-Being. Gallup.

http://www.gallup.com/poll/181583/getting-sleep-linked-higher.aspx?g_source=sleep&g_medium=search&g_campaign=tiles9. JAMA Intern Med. 2013; 173(1): 76-7710. JAMA Intern Med. 2013; 173(1): 76-7711. Quantum Workplace and Limeade. (2015) Workplace Well-Being: Provide Meaningful Benefits to Energize Employee Health, Engagement, and

Performance. 12. Gallup. (2013) The American Workplace: Employee Engagement Insights for U.S. Business Leaders. Gallup.

http://www.gallup.com/services/178514/state-american-workplace.aspx13. Gallup. (2013) The American Workplace: Employee Engagement Insights for U.S. Business Leaders. Gallup.

http://www.gallup.com/services/178514/state-american-workplace.aspx

http://www.bensingerdupont.com/filebin/pdfpublic/BDA_White_Paper.pdf

http://www.shrm.org/Research/Documents/Employee-Financial-Stress-Flyer.pdf

http://www.gallup.com/poll/181583/getting-sleep-linked-higher.aspx?g_source=sleep&g_medium=search&g_campaign=tiles



References (cont.)14. Towers Perrin. (2009). Closing the engagement gap: A road map for driving superior business performance. Towers Perrin Global Workforce

Study. https://c.ymcdn.com/sites/www.simnet.org/resource/group/066D79D1-E2A8-4AB5-B621-60E58640FF7B/leadership_workshop_2010/towers_perrin_global_workfor.pdf

15. Towers Perrin. (2009). Closing the engagement gap: A road map for driving superior business performance. Towers Perrin Global Workforce Study. https://c.ymcdn.com/sites/www.simnet.org/resource/group/066D79D1-E2A8-4AB5-B621-60E58640FF7B/leadership_workshop_2010/towers_perrin_global_workfor.pdf

16. Macey, W. H., Schneider, B., Barbera, K. M. and Young, S. A. (2009) Engaging Engagement, in Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage, Wiley-Blackwell, Oxford, UK. doi: 10.1002/9781444306538.ch1

17. Macey, W. H., Schneider, B., Barbera, K. M. and Young, S. A. (2009) Engaging Engagement, in Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage, Wiley-Blackwell, Oxford, UK. doi: 10.1002/9781444306538.ch1

18. Aon Hewitt (2009). POV What Makes a Company a Best Employer? 19. Vance, R. (2006). Employee engagement and commitment. SHRM Foundation.

http://shrm.org/about/foundation/research/Documents/1006EmployeeEngagementOnlineReport.pdf20. Witters D and Agrawal, S. (2015). Well-Being Enhances Benefits of Employee Engagement. Gallup.

http://www.gallup.com/businessjournal/186386/enhances-benefits-employee-engagement.aspx?g_source=WORKPLACE&g_medium=topic&g_campaign=tiles

21. Macey, Schneider, Barbera and Young, 200922. Aon Hewitt (2009). What Makes a Company a Best Employer?23. Gallup, Inc (2011). Employee Engagement. 24. 2007 SHRM Research Quarterly, Leveraging Employee Engagement for Competitive Advantage: HR’s Strategic Role,25. SHRM “Employee Engagement and Commitment,” Robert J. Vance Ph.D.26. Giving Everyone the Chance to Shine, Hay Group, 2010.

https://c.ymcdn.com/sites/www.simnet.org/resource/group/066D79D1-E2A8-4AB5-B621-60E58640FF7B/leadership_workshop_2010/towers_perrin_global_workfor.pdf




http://shrm.org/about/foundation/research/Documents/1006EmployeeEngagementOnlineReport.pdf




Data & Analytics

It isn't fluff: The science of well-being