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Business works best when
people are at their best

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UK employee engagement
• 65% of employees globally are not fully engaged at work.
With stress and anxiety about the future commonplace in
the workplace.
Towers Watson 2012 Global Workforce Survey
• Six million workers (24% or one in four of the UK workforce)
are not satisfied with their job - and almost one in three
(30%) do not feel engaged by their employer.
What do workers want? An agenda for the workplace from the workplace, TUC, Sep 2008
• UK productivity, as measured by GDP per worker, lags
behind the average of the other G7 countries
(Canada, France, Germany, Italy, Japan and the USA).
IPA Guide to Workforce engagement, July 2009

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Financial Performance and Trust
Trust in UK businesses is falling, from 44% of informed people
trusting business in 2011 to only 38% of people in 2012
Edelmen Trust Barometer 2012
70% engaged employees indicate they have a good
understanding of how to meet customer needs; only 17% of
non-engaged employees say the same.
Right Management 2006, Measuring True Employee Engagement, A CIPD Report
Three-quarters of highly engaged employees believe they can
impact costs, quality and customer service; and only 25% of the
disengaged believe they can.
Towers Watson

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Staff Turnover and sickness absence
Highly engaged organisations have the potential to reduce staff
turnover by 87% and improve performance by 20%.
Corporate Leadership Council/Corporate Executive Board 2008 : Improving Employee Performance
in the Economic Downturn
Absence costs the UK economy more than £17 billion a year,
with the average employee taking 6.5 days off work through
illness in 2010.
Confederation of Business Industry/Pfizer absence and workplace health survey, May 2011
Engaged employees in the UK take an average of 2.7 sick days
per year.
Gallup, 2003

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Stress
It has been estimated that nearly 10 % of the UK’s gross national product
(GNP) is lost each year due to job generated stress.
Stress and Mental Health in the Workplace, MIND week report, May 2005
Research commissioned by Mind has found that work is the most
stressful factor in people’s lives with one in three people (34 per cent)
saying their work life was either very or quite stressful, more so than
debt or financial problems (30 per cent) or health (17 per cent).
Mind 2013
Stress at work, leading to long-term absence, has more than doubled
since the 1990s, with an estimated 500,000 suffering from work-related
stress in the UK.
Only a third of employees received any support to manage workplace
stress.
DWP Research report 751: Health and wellbeing at work: a survey of employees, July 2011

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Business Benefits
• Better health
• Better engagement
• Better attendance
• Better retention & recruitment
• Better brand image
• Better customer satisfaction
• Innovation and creativity
• Better performance
• Higher productivity
• Resilience
• Long term sustainability

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The Workwell Campaign

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The Workwell Campaign
Vision
To create the most engaged workforce in the world.
Mission
To create the conditions for the whole person to flourish.

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Wellbeing + Engagement = Sustained Performance
Proactive management of wellbeing and engagement drives
sustained performance.
Wellbeing is comprised of the mutually supportive relationship
between the physical, psychological and social health of the
individual.
Towers Watson
Engaged employees work with passion, commitment and
trust to drive and sustain their flourishing organisation.
BITC

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Objectives - approach
Awareness
Adoption Reporting

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Workwell Leadership Team

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Create the conditions for the whole
person to flourish

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Create a safe & pleasant
physical environment
Create an environment
where employees are
encouraged to make
healthy lifestyle choices that
promote physical and
psychological wellbeing
Better physical and psychological health

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Create a happy and engaging
Environment where ‘good work’ is
promoted
• Management style &
organisational culture
• Skills and talent management
• Flexible working arrangements
• Autonomy - control & task
discretion
Better Work

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Promote social health
through good
communication and
opportunities that build
'social capital' at work and
at home.
Better Relationships

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Provide early interventions and
active absence management that
support rehabilitation and
recovery.
• Occupational health
• Human resources
• Training for line managers &
employees
Better specialist support

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Tools, case studies and information
www.bitc.org.uk

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Workwell Linkedin discussion site
500+ members

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www.twitter.com/BITCworkwell

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Emotional Resilience Line Manager tool
www.managingemployeewellbeing.com/bitc/

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Suite of practical tools, by business for business

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BITC Public Reporting Guidelines
www.bitc.org.uk/resources/publications/reporting_guidelines.html

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Public Reporting benchmarking findings
• All companies report something with 86% touching on four or five themes, however few
report in depth
• Strongest Segments are Better Work and Working Well
• Particular strength in risk based/compliance issues i.e.
− Health & Safety reporting
− Diversity & Inclusion
• Weakest Segment is Specialist Support
• Employee Assistance Programmes (EAP) – almost no statistics for usage
• Other specialist services
• Management Information of Specialist Support
• There is no reporting of psychological health
• Very little benchmarking data is used for any metric
• A handful of companies reported benchmarks for engagement survey data, but
usually this was just for the headline engagement score and/or response rates
• Few companies set targets (e.g. on scorecards) for any element of the Workwell model

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Opportunities – some quick wins
• Be clear on who in your organisation has overall responsibility for wellbeing and
engagement
• Awards for people management – state these on your own website, and how they support
your engagement and wellbeing strategies
• Clear articulation of what you are doing: a concise summary of policies, procedures and
actions being taken to improve engagement and wellbeing – even without robust metrics with
trend analysis – will score 1-2 points
• More comprehensive Scorecards
• Include some (or more) non-financial metrics e.g. engagement survey data and other leading
indicators. Some of these people measures drive other metrics such as customer satisfaction.
• Identify some targets in those areas that you do report.
• Employee engagement surveys are one source of data that many organisations have
across all lines of business and geographies
• They could be put to much greater use than merely reporting headline engagement scores and response rates
• Could report against a number of areas of the Workwell model, e.g. employee feedback, attitudes to
safety, perceptions of training and leadership development, perceptions of wellbeing
• Many more FTSE100 companies could refer to benchmarks whether industry sector, national or high performance

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• Events and webinars
– Building the Movement debates
– Webinars
• Benchmarking Support Programme
• Guidance and support
Getting Involved