This weeks’ article of the Deloitte Human Capital Trends series will focus on the seventh trend: “Well-being – A strategy and a responsibility”.
As the line between work and life blurs, providing a robust suite of well-being programs focused on physical, mental, financial, and spiritual health is becoming a corporate responsibility and a strategy to drive employee productivity, engagement, and retention. While organizations are investing heavily in this area, our research reveals there is often a significant gap between what companies are offering and what employees value and expect.
Many major organizations are rethinking their reward and development programs to include some version of holistic, end-to-end well-being programs, which are now both a responsibility of good corporate citizenship and a key element of an enterprise talent strategy.
As the definition of well-being expands, organizations now see it not just as an employee benefit or responsibility, but also as a business performance strategy. In this year’s Deloitte Global Human Capital Trends survey, only 23 percent of respondents told us that their well-being program was designed to reduce insurance costs. In contrast, 43 percent believed that well-being reinforces their organization’s mission and vision, 60 percent reported that it improves employee retention, and 61 percent said that it improves employee productivity and bottom-line business results.
Well-being is becoming a core responsibility of good corporate citizenship and a critical performance strategy to drive employee engagement, organizational energy, and productivity. It is also a growing expectation among the talent companies most want to recruit, access, and retain. No longer an optional or narrowly focused element of the rewards menu, well-being is now front and center as a business imperative for leading, high-performance companies.
Look for our next article “AI, robotics, and automation - Put humans in the loop”, a trend to understand how organizations are recognizing that these technologies are most effective when they complement humans, not replace them.
Should you wish to have more information on well-being in today’s organisations, do not hesitate to contact Karine Pontet, Director Operations Excellence and Human Capital Advisory (firstname.lastname@example.org). Press release by Deloitte Luxembourg
Publié le 11 juin 2018