High-performing, happy, healthy workplaces

“35% of workers say they feel highly engaged, 26% disengaged, 22% unsupported, 17% detached. Highly engaged workers add significant value to the bottom line. Companies with high sustainable engagement report average operational margins that are almost 3 times higher (27.4%) than low traditional engagement companies (9.9%)” *

        How engaged is your workforce?

Why it is worth focussing on employee engagement, culture and healthy workplaces

Many studies evidence the value of high employee engagement and organisational development on the bottom line, yet many organisations do not pay enough attention to these areas which means that the organisations and their people are not performing at their best and that their customers and beneficiaries are not receiving the best services possible.

Below are some extracts from recent studies.

Interested in knowing more about how this would be relevant to your organisation? Contact Lykke Leszczynski, Director of Your HR Business Partner Ltd on 07475 018 057 or email Lykke@YourHRBusinessPartner.org.uk for an informal discussion.

 

Global workforce study by Towers Watson, 2012 “Engagement at Risk: Driving Strong Performance in a Volatile Global Environment” www.towerswatson.com *.

 “studies have shown a clear relationship between high levels of employee engagement – colloquially defined as the willingness and ability to go the extra mile, and improved financial and operational results”.

 Where there is a gap in either staff engagement or an energizing environment it will result in a negative impact on the organisation and its workforce.

 “Sustainable employee engagement develops as part of an organisation’s culture and work environment, and must be created and continually nurtured through a focus on training, performance management, communication and visible leadership.

Employee enablement is an element of the work environment that’s easy to underestimate and even ignore in flush times, but one that can drive down performance and make it difficult for employees to do their jobs effectively.”

“Create an environment that’s energizing to work in because it promotes physical, emotional and social wellbeing. The environment must also be embedded in a culture that focuses on workers’ health, safety and security both physical and emotional.

The study showed how respondent global workers stratified among 4 sustainable engagement segments:

 35% were highly engaged, 26% were disengaged, 22% felt unsupported, 17% felt detached “

 A substantial number of organisations are therefore not performing at their best nor are they creating happy, healthy workplaces and all parties are missing out.

 

CIPD Research Report 2014, “Keeping culture, purpose and values at the heart of your SME” www.cipd.co.uk

If employees identify with your values, feel they fit in with your culture and are passionate about achieving your purpose, they will feel more engaged and motivated, benefiting business performance. Our past [CIPD] research has shown that people perform at their best when they feel they can be themselves at work, rather than having to change their natural working style to fit the organisation’s expectations.

In sum, how you operate and the strength of the purpose and values that exist in your organisation will affect your ability to achieve your business objectives. It will also determine your employer brand, with a positive culture helping you to attract talented people who want to be part of a great place to work and who will thrive in your business.”

 

Greater London Authority, May 2012 “London’s Business case for employee health and wellbeing”. www.london.gov.uk/priorities/health/focus-issues/health-work-and-wellbeing . London’s business case for

“The Healthy Workplace Charter can help improve wellbeing and productivity in your workplace. Reported benefits of organisations committing to the principles and signing up to the Charter include greater productivity levels, lower staff turnover and fewer leaves of absence. London’s Business Case for Employee Health and Well-being report finds that an average London firm of 250 employees loses around £4,800 per week (or around £250,000 a year) due to sickness absence.

What is the London Healthy Workplace Charter?

The London Healthy Workplace Charter is an assessment framework that provides a series of standards for workplaces to meet under key headings:

  • corporate support
  • health and safety
  • attendance management
  • physical activity
  • healthy eating
  • smoking cessation
  • substance use, and
  • mental health and well-being.

Employers are encouraged to work towards three levels against each standard: commitment, achievement and excellence, with a London borough workplace health lead providing support and advice.”

Working on the standards will include embedding your organisational culture, values and therefore staff engagement across all aspects of your organisation.

 

Investors in People (IiP) www.investorsinpeople.co.uk Extracts from the website:

In such tough times, nurturing the people that sit at the heart of your business is the smart way to get ahead.”

“Culture

Your culture is the sum total of what people believe and value. Use the IiP journey to develop a positive culture that promotes creativity, innovation and service excellence. The IiP framework focuses on improved internal communication to foster trust and buy-in.

Engagement

When employees feel connected to the organisation they invest more of themselves in it. Investing in people pays through the choices they make, the service they give and the results they deliver. Adopting the IiP principles is a commitment to engaging employees in shared success.

Leadership

The IiP believe great leadership is the essential ingredient for good performance. That’s why our approach helps organisations build a culture of autonomy and empowerment that builds leadership capability at every level in the organisation. We create role models in every business.”