Psychological Wellbeing: Optimising Gains

Within the UK:

Such statistics suggest that even amongst ‘healthy’ employees, the majority regularly perform sub-optimally. For any organisation and its employees, the productivity and cost implications of this are never desirable, let alone in difficult economic times where the potential of a vicious cycle of resource/cost-cutting and decreased employee psychological wellbeing/disengagement increases.

Large-scale and case-study research is conclusive; a well-considered wellbeing programme can not only reduce sickness absence and presenteeism-related costs, but by prioritising a culture that embeds psychological wellbeing and thus attains its by-product employee engagement, can deliver substantial benefits to key performance indicators across sectors.

Rayton et al. (2012) commissioned by the UK Government’s ‘Employee Engagement Task Force’, provided the following examples of how, on its own, employee engagement, brings benefit.

 Summary
“94% of the world’s most admired companies believe that their efforts to engage their employees have created a competitive advantage (Hay, 2010)” (Rayton, et al., 2012, p.v).

L&M’s comprehensive approach enables organisations: