list three benefits of physical activity for social health

Source: 2019 Willis Towers Watson Best Practices in Health Care Employer Survey Financial wellbeing Two-thirds of employers are expected to develop an emotional wellbeing strategy within the next 18 months In two years, nearly three-quarters of employers (74%) plan to redesign their EAPs to better address emotional and financial wellbeing for both employees and their dependents, up from 33% today.įigure 3. Proactively addressing stress and anxiety will help prevent these issues from evolving into more costly clinical conditions. By 2021, over half of employers will measure the stress of the workforce and its key causes, up from 16% today. Managers play a critical role in identifying issues in the workplace that can negatively affect an employee’s emotional wellbeing therefore, a growing number of employers are planning to provide training and coaching to managers to identify emotional health issues, stress and episodic life events that impact work performance (25% today growing to 62% by 2021).

But employers plan to make quick progress in this area as 68% expect to have such a strategy by 2021. Currently, only a quarter of employers have an organization-wide behavioral health strategy.

Companies plan to focus on four key areas (Figure 3): Mental/behavioral health is the top clinical area that employers plan to target therefore, actions to improve emotional wellbeing are top of mind. In addition, employers are adding apps/programs to support sleep/relaxation (27% today growing to 52% by 2021), and health and wellbeing affinity groups either onsite or through social media (33% today growing to 55% by 2021). ToĮncourage healthy eating habits, an increasing number of employers plan to offer nutrition programs and tools (61% today growing to 79% by 2021). Given the emphasis on key clinical conditions, including mental/behavioral health, metabolic syndrome/diabetes, musculoskeletal and cancer, more companies plan to sponsor programs or pilots that target specific conditions or high-cost cases (55% today growing to 86% by 2021). Source: 2019 Willis Towers Watson Best Practices in Health Care Employer Survey Physical wellbeingĮmployers are moving beyond offering physical activity programs and tools that are reaching a saturation point (72% today growing to 85% by 2021) Sample: Companies with at least 100 employees Top two actions in each wellbeing category that employers are planning or considering in the next three years

Using metrics and objectives in financial wellbeing programs at pivotal decision points and with at-risk segmentsįigure 1.

Using workforce analytics to develop an inclusion and diversity strategy to promote social wellbeing.

Redesigning employee assistance programs (EAPs) to better address emotional and financial wellbeing.

Sponsoring programs that target specific conditions or high-cost cases to promote physical wellbeing.

To improve employee engagement in wellbeing programs overall, over half of employers plan to develop a formal technology strategy to support their wellbeing programs and goals (55%).Īdditionally, employers are planning a wide range of actions in each wellbeing category (Figure 1). Moreover, just 41% of employers agree that their wellbeing programs meet employees’ needs, and only 30% report that these programs inspire employees to achieve their personal goals (30%). While 83% indicate that wellbeing will be a priority over the next three years, only half report making progress in this area over the past three years. Recognizing the challengeĮmployers recognize that wellbeing has been one of their most challenging priorities.

Such a culture helps employees to thrive and be their best selves. Willis Towers Watson research reveals that organizations with higher levels of wellbeing achieve better business outcomes, including higher levels of employee engagement, improved revenue per employee, greater customer satisfaction and fewer safety incidents.Ī culture of wellbeing can be a source of competitive advantage as employers compete for talent. They are moving to a more comprehensive approach focused on physical as well as financial, emotional and social wellbeing, thereby demonstrating their commitment to meeting diverse employee needs and providing a differentiated employee value proposition.Įmployees who are physically thriving, financially secure, emotionally balanced and socially connected are more engaged and productive. Employers remain committed to wellbeing programs, although they are reevaluating traditional programs that are focused only on physical wellbeing.

List three benefits of physical activity for social health