Well-being has two value propositions with the primary one with it being deployed as a tool for self-managed preventative health and financial management. Well-being is most often deployed as an employee benefit with its secondary advantage serving as a variable benefit to offset the cost of fixed, reactive benefits to the organization.
Organizations primarily measure the value of well-being in its relation to improving employee work-life balance and work-life integration, especially as flexible work models take root. It is only recent that organizations are taking stock of how well-being improves the bottom-line cost of talent promotion and expansion.
Goals and Objectives
Develop an earlier understanding of employee stresses and their impact on work, absence, and productivity.
Maximize the potential of employee net compensation toward improved negotiations for gross and equitable compensation.
Improve preventative health while studying its use case as an understanding of capacity for work-life balance.
Deploy digital well-being and EAP resources with integrated analytics to track engagement, participation, and aggregated results. Measure well-being data in the context of organization performance, participation, and task assignments to understand the organization’s role in promoting work-life balance.
Health analytics and reporting
Use Case Summary
Deploy digital well-being resources as part of a larger integrated well-being ecosystem with rewards for participation and milestones. Use incentives and financial relational cost-savings models to promote employee participation and resource/program adoption.
Track participation back into dollars saved, rewards earned, and health meters to help the organization understand the nature of over and under work as well as corresponding employee capacity.
In the background, track and celebrate milestones and life events.