Why Wellbeing Matters In The Battle For Asia’s Talent
OVERVIEW
There was once a time when all that businesses needed to worry about was finding and hiring the best workers and keeping them working for the company through an attractive pay packet. But that’s no longer the case: In an increasingly competitive labor market, how organizations help their workforce stay healthy is becoming more and more important.
A healthier workforce is more engaged, and therefore, more productive. And it’s a fact that’s not lost on Asia’s business leaders. Aon’s 2019 Asia Pacific Employee Wellbeing Study found that 36 percent of respondents identified “employee engagement” as their primary objective for spending more money on wellbeing programs.
“When it comes to health and wellbeing, most organizations’ objectives go beyond just managing the cost of the company medical plan and align with success metrics such as engagement, productivity, and even employer brand,” reinforces Dr. Amitabh Deka, head of wellbeing solutions, South Asia and Aon Care.
So, what steps are leading employers in the region taking towards engaging employees through wellbeing programs?
IN DEPTH
Health across Asia has declined significantly as more people adopt a sedentary lifestyle and poor dietary habits. The Aon wellbeing study found that individuals aged between 31 and 40 are at the highest risk of developing a chronic illness such as cardiovascular disease, cancer, hypertension, and type 2 diabetes. In fact, the Institute for Health Metrics and Evaluation (IHME) revealed that in most Asian markets, ischemic heart disease is the major cause of premature death. The encouraging news is that, according to the same IHME data, lifestyle is the top driver for this condition – and lifestyles and behaviors can be changed.
As a result, business leaders across Asia have grown increasingly focused on the wellbeing of their employees and how it impacts their company’s bottom line – and have introduced a number of initiatives to boost wellness and engagement.
Balancing technology with human touch
Globally, technology has become a pertinent part of health and wellbeing. As the region with the largest number of wearable devices in the world, Asia Pacific is also the fastest-growing market for mobile health (mHealth) solutions. More tech-savvy users may use fitness trackers and biometric sensors to analyze their health data, including heart rhythm and blood pressure, while others may use these apps simply to set reminders of their doctor’s appointments and receive diagnostic information. When employers optimize their wellbeing programs with mHealth solutions, employees across a wide age range of cultures and generations can engage with these offerings regardless of their knowledge and acceptance of technology.
The Aon wellbeing study reveals that technology provides significant advantages to healthcare providers, employers, and employees alike by creating ease of access, seamless user experiences, and advanced data analysis. It also enables employers to create personalized experiences for employees that are relevant to their individual needs, preferences, and current lifestyles. This is likely to help enhance adoption – and therefore, engagement – even among employees who are not naturally inclined towards technology, wellbeing-related activities, or sometimes, both.
“This approach will also direct employers to invest in understanding the life circumstances of their employees beyond work, and in the process, build trust in the employer-employee relationship,” explains Amanda Mercep, head of wellbeing solutions, North Asia.
Deka adds, “Despite technology’s benefits, the success of a wellbeing program relies greatly on the human touch – especially as today’s society grapples with emotional issues such as stress, isolation, and digital addiction.”
Earning the trust of employees
A Harvard Business Review survey showed that trust and privacy concerns are among the top reasons employees refrain from participating in wellbeing programs at work. This is why a trust-based relationship between employers and employees is the foundation of a successful wellbeing program.
Mercep explains, “The employee needs to be assured that the entire endeavor is crafted around their personal interests and wellbeing. There is no entity better-placed than the employer to play this role.”
To demonstrate this, Aon’s research has shown that wellbeing programs can also be used as a powerful team-building tool – especially through activities that encourage competition and collaboration,and are backed with rewards and incentives. It also provides an opportunity to experiment with new programs that help to enhance the quality of life for employees – and ultimately, their engagement with the organization.
To earn the trust of their employees, employers can consider three things:
- Is it a reliable service provided by credible vendors?
According to Aon research, “finding the right vendor” is ranked third in the list of top challenges of delivering a successful wellbeing program, just behind adequate budget (#1) and engaging employees to participate (#2). Due to the complex nature of wellbeing, teaming up with subject matter experts for program planning and implementation has not been easy for organizations – and it’s important to select vendors that can help organizations meet their strategic objectives for a wellbeing program. - Is employee interest core to all related activities and processes?
Employers are consumers too and in the best position to guide vendors towards understanding their organizational culture, and more importantly, the distinct needs of their employee population.
- Is employee privacy paramount?
While targeted interventions such as non-communicable disease management for conditions such as diabetes and hypertension could appear useful for affected employees, it is critical for employers to protect data that can personally identify individual employees – so as to avoid any potential for discrimination.
Notwithstanding, the cultivation of trust requires more than just these efforts on the part of employers – employees should also play ball. “Employees need to act responsibly and respond through participation and feedback,” Deka advises. “So long as employees act as customers and not co-owners, they will miss out on reaping the optimal benefits of well-intended and comprehensive wellbeing initiatives.”
The Future of Wellbeing in Asia
When asked to rate satisfaction with their current wellbeing programs, the highest scores are in the areas of increasing employee engagement, improving employee health and wellbeing, as well as enhancing productivity and reducing absence. As employee wellbeing programs in Asia develop and evolve, organizations should seek the right balance of elements, from technology to trust; all while being centered on the most important element of all – their people.