Resultater for COMPANY X. Strategic & Employee Wellbeing Assessment

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1 Resultater for COMPANY X Strategic & Employee Wellbeing Assessment

2 Agenda Resultaterne fra Strategic Wellbeing Assessment Resultaterne fra Alignment report Resultaterne fra Employee Wellbeing Assessment Samlet resumé Næste skidt, prioritering - Targeted Intervention Methodology Input til intern kommunikation

3 Strategic Wellbeing Assessment Key areas and processes assessed Area 1: Wellbeing Initiatives Area 2: Business Travel Services Area 3: Relocation Services Area 4: Insurance Area 5: Health and Security Crisis Handling Area 6: Team Integration Strategy Services Communication Measurement and Verification

4 Strategic Wellbeing Assessment Ledelsesprocesser - generelt ikke høje scores Strategi: Link services til forretningsmæssige mål og nedskriv politik for området Kommunikation: Identificer interessenter og informér dem om formål med services i relation til mål Måling: Opstil hvordan man vil måle herunder effekt på fravær, vikarudgifter, øget salg, medarbejdertilfredshed og/eller fastholdelse samt evaluering af services (forbrug, tilfredshed) Services: Budget. Indføre dem der er behov for. Brug EWA resultaterne som prioriteringsværktøj.

5 Strategic Wellbeing Assessment Nøgleområderne - kort Forsikring: Høj score på tilbud Team Integration: Pæn score på tilbud, se på EWA resultater: overvej fokus på teambuilding og værdifælleskab Krisehåndtering: Lav score på tiltag/tilbud. Planer i tilfælde af brand, ulykke, røveri, personlige kriser samt juridiske/finansiel bistand Forretningsrejse: Lav score på tiltag/tilbud. Afhængig af rejsemål, men adgang til 24 timers service, information forud for rejsen samt vaccinationer

6 Strategic Wellbeing Assessment Nøgleområderne forts. Sundhedstiltag: Tag udgangspunkt i EWA ens resultater, men f.eks. Helbredsundersøgelse, Motions/Sportstiltag mht. BMI og for højt blodtryk Start med at lave strategi, en politik, opstil tilbud, identificer interessenter og lav budskaberne og udfør kommunikation, opstil hvad man vil måle og gennemfør måling før og efter.

7 Alignment Wellbeing Strategy : Vigtighed: begge parter synes det er vigtigt (E: 45%), men yderligere 29% henhv. 14% synes det er meget vigtigt/ekstremt vigtigt Tilfredshed: begge er neutrale (E:49%) Wellbeing Services: Vigtighed: begge parter synes det er vigtigt (E:38%), men yderligere 31% henhv. 16% synes det er meget vigtigt/ekstremt vigtigt Tilfredshed: 41% af de ansatte er utilfredse, ledelsen og 36% af de ansatte er neutrale

8 Alignment Wellbeing Communication: Vigtighed: begge parter synes det er vigtigt (E: 40%), men yderligere 31% henhv. 10% synes det er meget vigtigt/ekstremt vigtigt Tilfredshed: 46% af de ansatte og ledelsen er neutrale, men 30% er utilfredse Konklusion: I et vist omfang enighed, men en større gruppe har en anden opfattelse af vigtighed og tilfredshed for udbud af services og kommunikation Dvs. der er behov for at ledelsen efterser velvære-strategi, udbud af velvære services og kommunikation heraf

9 Employee Wellbeing Assessment 115 employees blev inviteret til at deltage i online undersøgelsen 101 deltog, en svarprocent på 88% Undersøgelsen blev afsluttet 25 februar 2005 Efter denne undersøgelse var der data i basen

10 Employee Wellbeing Assessment Key Health Indicators 28% of employees in Company X claim that they are in excellent health. This is lower than the base total of 36%. 27% suggest that their health was excellent two years ago, therefore suggesting little deterioration with increasing age. Men are marginally more likely than women to say that their health is excellent (31% of men and 26% of women say they have excellent health). Overall, 83% of employees describe their health as at least average. The younger employees are more likely to say that their health is excellent (44% amongst year olds). The older employees are more likely to say average.

11 Employee Wellbeing Assessment Work Performance 35% of the employees rated their performance at work in the past four weeks as better than normal, including 30% above average and 5% extremely good 58% rated their performance as being normal. 5% perceived themselves as being below average and 2% as poor. Employees aged are most likely to rate their own performance as above average / extremely good. 34% of employees say that actual pain interfered with their normal work or their ability to perform as they would normally expect, both at home and in paid employment.

12 Employee Wellbeing Assessment Work Performance 14% said that problems with their health meant achieving less than they would have liked at work. Women (17%) are more likely than men (12%) to have experienced this. Those in middle management positions (20%) are most likely to have said that problems with their health meant achieving less than they would have liked to at work.

13 Employee Wellbeing Assessment Health and Work Performance Indication that those with the best performance at Company X are also those that feel the best. Amongst those who say their health is excellent, 46% rated their performance at work as being above average or extremely good compared to 27% who rated their health as being average and 35% of all employees. 41% of those with fair / poor health rated their performance as being above average / extremely good this was based upon a low sample base of 17 employees.

15 Problems not listed in the score card: 22% suffer from hypertension THE MAJOR ISSUES Targeted Intervention Methodology 57% of the male employees are overweight, 8% of these are obese 51% of the female employees are overweight, 9% of these are obese 32% of the employees are smokers 10% of the male employees drink more than recommended

16 THE MAJOR ISSUES Targeted Intervention Methodology Selskabet skal her angive deres estimat af hvor dyrt problemområder vurderes at være

17 THE MAJOR ISSUES Targeted Intervention Methodology Selskabet skal fra tabel på forrige side liste problemerne efter omkostning Herved fås prioritering

18 Selskabet skal fra tabel på forrige side liste mulige årsager til de fx. 3-4 primære problemerne dvs. give en identifikation af hvilke løsninger der vil være nemmest at implementere

19 THE MAJOR ISSUES Targeted Intervention Methodology Herefter vil problemerne kunne sorteres i nedenstående matrix

20 Recommendations Develop a wellbeing strategy/policy Develop a communication plan List the factors to be measured in general: absenteeism, retention and satisfaction) and specific: costs of interventions, satisfaction and usage / importance

21 Recommendations Possible interventions: Support for exercise for target group Diet counselling / canteen food Stop smoking programs Headache Tool (to be delivered by IHI online) Presentation 1: What can I myself do? Presentation 2: The effect on performance of the right diet Presentation 3: Sleep Presentation 4: Lifestyle illnesses and prevention Health Assessment of employees Work with the values in the company and create team spirit

22 Recommendations for communication Communicate the following to the employees: The positive and the negative things from the EWA Present the action plan (once mangement has decided on one) It is a advantage that this communication is given in plenary

23 Conclusions The company has a low score on the strategic wellbeing assessment. Advice is to work with the strategy, services, communication and measurement. A gap exists between management and employees in regards to the importance of a wellbeing strategy and of the communication and of the range of wellbeing services. Also a gap on satisfaction A relationship exists betweem the health of the employees and their performnce. The re is room for improvement of the health and hence their performance Several areas have been listed for improvement. The company need to prioritise which areas it would benefit the most from A list of possible interventions has been made as to improvement of the different problem areas

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