Well-Being Improvement in a Midsize Employer

Changes in Well-Being, Productivity, Health Risk, and Perceived Employer Support After Implementation of a Well-Being Improvement Strategy
Objective: To evaluate employee well-being change and associated change in productivity, health risk including biometrics, and workplace support over 2 years after implementation of a well-being improvement strategy.
Methods: This was an employer case study evaluation of well-being, productivity (presenteeism, absenteeism, and job performance), health risk, and employer support across three employee assessment spanning 2 years. Employee well-being was compared with an independent sample of workers in the community.
Results: Well-being and job performance increased and presenteeism and health risk decreased significantly over the 2 years. Employee well-being started lower and increased to exceed community worker averages, approaching significance. Well-being improvement was associated with higher productivity across all measures. Increases in employer support for well-being were associated with improved well-being and productivity.
Conclusions: This employer's well-being strategy, including a culture supporting well-being, was associated with improved health and productivity.

Source: Hamar, Brent; Coberley, Carter; Pope, James E.; Rula, Elizabeth Y. Journal of Occupational & Environmental Medicine: April 2015, Volume 57, Issue 4, p. 367-373.
http://dx.doi.org/10.1097/JOM.0000000000000433

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