Four ways to measure the impact of your workplace wellbeing initiatives
By putting these initiatives in place you can attract the best talent, retain your hardest workers, and show investors that you’re doing the right thing by your employees.
Investors and employees are looking for businesses that support their staff. Organisations with physical and mental health initiatives that actually make a difference. Investors want to see evidence that proves employee welfare is a priority. But how can you effectively measure the impact of your employee wellbeing initiatives?
Can you demonstrate the impact of your wellbeing initiatives with improved retention rates? Can you show the increase in productivity? How can you measure employee satisfaction levels and show the positive impact your wellbeing initiatives are making?
Here are four ways to start tracking the impact of your changes. This way you can improve, revisit and understand your wellbeing initiatives for the benefit of your employees, investors and the business as a whole.
1. Track sickness and absence data
Logging sickness and absences rates is essential. But revisiting this data over time could provide interesting insights into your initiatives. If you’ve tried to bring the mental health conversation to the forefront, you may see a short-term increase in absence levels. It shows your communications are making an impact. Employees feel like it's more acceptable to take the time off when they need it.
Follow this up and look deeper into the reasons for the rise in absences. Then track these changes over time. In the long term, rates may reduce again as employees make their mental and physical wellbeing a priority. Revisiting the data from this perspective will open your mind to new patterns compared to a strict tunnel vision approach.
2. Turnover and retention rates
Looking at staff turnover can be a huge indicator of employee satisfaction levels in your organisation. If your employees are happy, they’re more likely to stick around. Tracking the average length of service can provide a good insight into your organisational culture. It also shows how the culture is benefiting from your wellbeing initiatives. Increased employee engagement levels will see a reduction in staff turnover. These kinds of improvements are essential to business performance. Investors are also starting to value these kinds of factors too.
3. Employee survey
Data can give you good indications. But if you want to know the truth – ask employees themselves. Send out a survey to employees and get their feedback on the wellbeing initiatives you offer. Ask them to provide suggestions for things they would like to see in the future.
You could even ask questions such as ‘would you know who to talk to if you were suffering from a mental health issue’. Open questions allow you to gauge employee awareness of workplace attitudes and procedures. This way, you’ll know what information you need to communicate going forward.
If employees feel valued and listened to in their role, teams are likely to see a reduction in absences. Increased productivity and boosted motivation to succeed are also more likely to follow.
4. Employee assistance programme data
If you’ve got an EAP in place, you’re making great headway in supporting the mental health of your workforce. Find out the impact this is making by contacting your EAP provider. Ask them for data on the uptake of your plan. This is a great direct way to see the help your initiatives are providing for your employees. If the numbers are low, remind your employees that the support is there – whenever they need it.
These are four starting points you can consider when weighing up the impact of your wellbeing initiatives. To develop these initiatives, it’s best to revisit this exercise and track the changes over time. Employees, investors and the success of the organisation as a whole will subsequently be improved.
This article is provided by Health Assured.
In partnership with Health Assured
Health Assured is the UK and Ireland's most trusted health and wellbeing network.
