Too few UK companies are measuring the impact of their workplace wellness strategies on business and employees, according to the fifth annual Working Well, A Global Survey of Health Promotion and Workplace Wellness Strategies Report, from Buck Consultants.

The report finds that employers know what they want from their workplace wellness strategy, but only one in ten (nine percent) is actively monitoring and measuring specific outcomes against their original objectives. Increasing employee morale and engagement (73 percent), improving staff productivity and reducing presenteeism (69 percent), and reducing absenteeism (66 percent) are the three top goals for UK businesses. Encouragingly, half of respondents (50 percent) stated their company has a health promotion or wellness strategy and almost three quarters (71 percent) have been in place for more than two years. Furthermore, 45 percent offer an incentive to employees to take part in wellness initiatives (up from 24 percent in 2010). However, employer engagement beyond the point of implementation is low and companies are falling short of following their strategies through to the end.

Fraser Smart, Managing Director, Europe, Buck Consultants commented: “Many employers are making ‘faith based purchases’ where they are investing in wellness because they think it is the right thing to do, without knowing if it is having a positive impact or not on employee health. A wellness strategy should be treated in the same way as any other business strategy where commitment, measurement, evaluation and review are the keys to success. If employers don’t measure the outcomes, how do they know whether it’s working and how can they strive to improve?” Three quarters (74 percent) of the companies that do not measure the impact of their wellness strategies said it is due to limited resource. Wellness programmes will vary according to the organisation, however, examples of how employers might measure their effectiveness against the top three objectives include: Employee engagement – including questions on employee health and wellbeing in engagement surveys. Employee productivity and presenteeism, self reported health and productivity questionnaires which can be linked to regular performance reviews.

Employee absenteeism – through analysis of employer sickness absence data. Smart continued: “Demonstrating a genuine interest in creating a healthier and more productive workforce is a key part in boosting employee engagement, and complements the impact of other employee benefits. The importance of engagement has been further propelled by the advent of auto-enrolment, and should be the big HR topic both while we’re in a recessionary environment and as companies prepare to move into less austere times where the war for talent may intensify. However, when leadership at an employer is not engaged in wellness initiatives, it can seem a bit half-hearted to the employees.”

Smart concluded: “A tailored strategy that takes into account the specifics of a workforce is crucial. Our approach is to use data from providers to help guide employers in how they purchase employee benefits and tackle their employees’ health issues. Our data led approach helps employers get maximum impact for their investment and to change their approach as their business needs and employee health risks change over time.” Other key findings from the UK special report include: The top four health risks targeted by a UK strategy are stress, workplace safety and work-life balance issues and depression – mental health issues are a key concern.

The top three components of a strategy are an Employee Assistance Programme (EAP), cycle to work scheme and health risk appraisals. These are low to no cost benefits. Occupational health is number four and is the first element that attracts a significant employer investment; On-site health coaching is the fastest growing component of strategies, followed by improving the psychosocial work environment; 72 percent see their EAP as the main tool for assisting with the issue of stress. Leadership training (50 percent) and awareness campaigns (41 percent) were the next most popular tools; 67 percent do not offer any assistance in respect of smoking cessation. Top methods of communicating in respect of wellness are: posters / flyers (nearly seven in ten or 66 percent), web portal / intranet (three in five or 62 percent) and newsletters / articles (over half or 55 percent). Social media is underused with only 6 percent of participants adopting this approach.