Total Rewards and
Employee Well-Being
Practices
A Report by WorldatWork,
Underwritten by HealthMine
March 2015
About WorldatWork® – The Total Rewards Association
WorldatWork (www.worldatwork.org) is a nonprofit human resources association for
professionals and organizations focused on compensation, benefits, work-life effectiveness and total rewards – strategies to attract, motivate and retain an engaged and
productive workforce. WorldatWork and its affiliates provide comprehensive education,
certification, research, advocacy and community, enhancing careers of professionals
and, ultimately, achieving better results for the organizations they serve. WorldatWork
has more than 65,000 members and subscribers worldwide; 95 percent of Fortune 500
companies employ a WorldatWork member. Founded in 1955, WorldaWork is affiliated
with more than 70 local human resources associations and has offices in Scottsdale,
Ariz., and Washington, D.C.
Contact:
WorldatWork Customer Relations
14040 N. Northsight Blvd.
Scottsdale, Arizona USA
85260-3601
Toll free: 877-951-9191
Fax 480-483-8352
[email protected]
WorldatWork Society of Certified Professionals® is the certifying body for six prestigious designations: the Certified Compensation Professional® (CCP®), Certified Benefits
Professional® (CBP), Global Remuneration Professional (GRP®), Work-Life Certified
Professional® (WLCP®), Certified Sales Compensation Professional (CSCP)™ and
Certified Executive Compensation Professional (CECP)™.
The WorldatWork group of registered marks also includes: Alliance for Work-Life
Progress or AWLP, workspan and WorldatWork Journal.
HealthMine, formerly SeeChange Health Solutions, is an expert automated system
uniting all health and wellness programs into a single, powerful solution. It incentivizes
your members to take preventive actions – keeping your healthy members healthy,
and pre-empting members on the cusp of chronic disease. HealthMine also
automatically alerts members about key actions for disease management. It
empowers health plan administrators with data to improve group health outcomes and
manage costs.
HealthMine’s proprietary Personal Clinical Engagement platform integrates lifestyle
management and disease management. With 1+ million consumers engaged,
HealthMine delivers ROI in wellness. In one plan alone, HealthMine has delivered
$2.8 million in benefit savings returned to employees in a year, and $5 million in
health care cost savings over the past five years.
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your own specific situation and any questions that you may have related to that.
No portion of this publication may be reproduced in any form without express written permission from WorldatWork.
Introduction & Methodology
This report summarizes the results of a December 2014 survey of WorldatWork members to gather information
about current trends in total rewards and well-being practices. The focus of this research is to uncover findings
that bring a unique perspective on comprehensive employee wellness programs and their benefits.
On Dec. 10, 2014, survey invitations were electronically sent to 6,484 WorldatWork members. Members were
selected for specifically noting compensation and benefits or work-life in their titles and/or areas of responsibility
as well as indicating a job function code of total rewards. The survey closed on Jan. 16, 2015, with 446 responses,
which is a 7% response rate. The data set was cleaned, resulting in a final data set of 414 responses.
In order to provide the most accurate data possible, data were analyzed using statistical software. Any duplicate
records were removed. Data comparisons with any relevant, statistically significant differences are noted within
this report.
The demographics of the survey sample and the respondents are similar to the WorldatWork membership as a
whole. The typical WorldatWork member works at the managerial level or higher in the headquarters of a large
company in North America.
The frequencies or response distributions listed in the report show the number of times or percentage of times a
value appears in a data set. Due to rounding, frequencies of data responses provided in this survey may not total
100%.
WorldatWork conducted a similar compensation practices survey in 2011, which can be viewed on the
WorldatWork website. Where possible, historical comparisons from data gathered in the previous survey are
shown.
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Table of Figures
Demographics
Figure 1: Sector ................................................................................................................................................
4
Figure 2: Organization size ..............................................................................................................................
4
Figure 3: Industry .............................................................................................................................................
5
Figure 4: Voluntary turnover............................................................................................................................
5
Elements of Well-Being
Figure 5: Employer-sponsored health-care ...................................................................................................... 10
Figure 6: Elements of well-being, overall percentages ................................................................................... 11
Strategy
Figure 7: Well-being strategy .......................................................................................................................... 12
Figure 8: Length of time well-being strategy has been in place....................................................................... 12
Figure 9: Reasons for offering well-being programs or initiatives ................................................................. 13
Eligibility
Figure 10: Well-being eligibility ..................................................................................................................... 14
Figure 11: Well-being eligibility and employee group ................................................................................... 14
Figure 12: Well-being and personal values ...................................................................................................... 15
Programs and Initiatives Offered and Utilized
Figure 13: Employee usage of programs .......................................................................................................... 15
Figure 14: Attraction efforts ............................................................................................................................. 16
Figure 15: Anticipated change ........................................................................................................................ 16
Figure 15a: Reasons for increase in offerings .................................................................................................. 17
Effectiveness
Figure 16: Measurement of effectiveness ....................................................................................................... 18
Figure 17: Effect of well-being programs or initiatives ................................................................................... 18
Support for Organizational Well-Being Programs
Figure 18: Retention of programs .................................................................................................................... 19
Figure 19: Incentives and penalties for participation or nonparticipation ........................................................ 20
Figure 20: Acceptance and endorsement of well-being .................................................................................. 21
Figure 21: Communication of well-being programs or initiatives ................................................................... 21
Figure 22: Support from line managers and supervisors .................................................................................. 22
Figure 23: Champion of well-being programs or initiatives ............................................................................ 22
Figure 24: Senior management and well-being ................................................................................................ 23
Additional Analysis
Figure 25: Well-being continuum .................................................................................................................... 24
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Figure 26: Number of programs offered and length of time well-being strategy has been in place ................ 25
Figure 27: Well-being continuum and the measured effect of the well-being programs and indicators.......... 25
Figure 28: Well-being continuum and voluntary turnover ............................................................................... 26
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Demographics
Figure 1:
“Your organization is:” (n=337)
Public
sector
12%
Private sector,
privately held
36%
Nonprofit/Notfor-profit
18%
Private sector,
publicly
traded
34%
Figure 2:
“Please choose the total number of full-time employees (FTEs) your organization employs
worldwide:” (n=341)
Option
Percentage
Fewer than 100 employees
7%
100 to 499
19%
500 to 999
10%
1,000 to 2,499
19%
2,500 to 4,999
12%
5,000 to 9,999
12%
10,000 to 19,999
8%
20,000 to 39,999
5%
40,000 to 99,999
7%
100,000 or more employees
2%
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Figure 3:
“What is your industry?” (n=341)
Industries with less than 2% are not listed in this table.
Option
Percentage
Finance and Insurance
12%
Consulting, Professional, Scientific and Technical Services
11%
All Other Manufacturing
10%
Health-care and Social Assistance
9%
Utilities, Oil and Gas
7%
Retail Trade
6%
Educational Services
5%
Public Administration
4%
Transportation
4%
Pharmaceuticals
3%
Computer and Electronic Manufacturing
2%
Construction
2%
Information (includes Publishing, IT, etc.)
2%
Mining
2%
Other Services (except Public Administration)
2%
Wholesale Trade
2%
Other
15%
Figure 4:
“What is the approximate annual voluntary turnover for employees?” (n=334)
34%
25%
20%
11%
5%
2%
0%-5%
6%-10%
11%-15%
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16%-20%
21%-26%
27%-40%
3%
41% or more
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Executive Summary
This survey was conducted to identify traditional wellness plans and new trends in employee well-being. The
objective was to gauge how many programs and initiatives organizations offer. The survey also focused on how
those offerings are expanding to include a more integrated well-being approach beyond one that is related solely
to physical health.
Employers continue to depend on health and wellness initiatives to curb health-care costs and foster a successful
and productive workforce. Ninety-six percent of organizations support well-being components, as shown in
Figure 6, and 90% of their active employees, on average, are eligible. (See Figure 10.) Nearly three-quarters
(74%) of organizations are increasing or considerably increasing their well-being offerings in the next two years,
as shown in Figure 15, with the objectives of impacting health-care costs and increasing productivity as the top
reasons for the increase. (See Figure 15a.)
Having a strategy in place is an important component. Nearly half (49%) of organizations have a strategy and
54% of those have had one in place for three or more years. (See Figure 8.) It also appears as though source of the
primary champions for well-being programs is growing into the senior-management ranks, including the CEO.
(See Figure 23.)
Consistent with the 2011 findings, most employers would retain their well-being offerings even if they were to
stop offering employer-sponsored health-care. (See Figure 18.) Also consistent with 2011 results are the reasons
for offering well-being plans; 82% are trying to improve employee health. (See Figure 9.)
In addition to testing the broad concept of well-being, WorldatWork was interested in finding out some common
themes within organizations that have a more integrated approach to well-being versus those with more traditional
wellness programs. Organizations with an integrated approach offer a higher number of well-being programs, as
shown in Figure 26, and report lower voluntary turnover rates. However, the prevalence of high turnover rates at
traditional wellness organizations has grown since 2011. (See Figure 28.)
Elements of Well-Being

Of the 96% of organizations that support well-being elements in their organization, three of the
top five offerings are
Top 5 Well-Being Elements
health-related. (See
EAP resource and referral
81%
Figure 6.) Since 2011,
more organizations are
Immunizations
72%
supporting well-being by
offering physical healthWorkplace safety
72%
risk assessments
(biometrics, physical
Mental/behavioral health
70%
fitness, etc.) as this has
coverage
increased by 14
Physical fitness
69%
percentage points to
58%, which is a
statistically significant result.
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Strategy

49% of organizations stated that they have an employee well-being strategy in place, as shown in
Figure 7, and 54% of those organizations have had their strategy in place for three or more years.
(See Figure 8.)

Organizations have many reasons for offering well-being programs/initiatives, and the top
reasons include: improve employee health (82%), decrease medical premiums and claims costs
(78%), and perceived value to employees (77%). These reasons are consistent with findings from
2011. (See Figure 9.)

The longer an organization has had a well-being strategy in place, the more well-being programs
they tend to offer. Organizations with well-being strategies in place for five or more years have a
statistically significantly higher average number of programs than those with strategies in place
for three or fewer years. (See Figure 26.)
Eligibility

For the majority of well-being programs, 90% of responding organizations, all active employees
are typically eligible to participate in the majority of well-being programs. This is slightly lower
than the 94% of organizations that reported widespread eligibility in 2011, which is a statistically
significant shift. Spouses or domestic partners is the next largest eligible group (30%). (See
Figure 10.)

When asked if some programs are only available to select employees or groups, programs
available to exempt/salaried employees has increased 4% and executive-only programs has risen
5% since 2011. (See Figure 11.)
Programs and Initiatives Offered and Utilized


While many of the top wellbeing elements supported are
health-related, these findings
also indicate a shared
distribution among of healthrelated and work-life balance
program rankings. (See Figure
13.)
Top 5
Utilized
Programs
1. Physical health‐risk assessment
2. Workplace safety
3. Flexible schedules
4. Encourage time away from work
5. Physical fitness (exercising)
In organizations with existing programs, 74% anticipate an increase or considerable increase to
their well-being offerings, while 24% indicate no change. Only 2% expect a decrease in wellbeing program and activity offerings. (See Figure 15.) The principal reason for those predicting
an increase in offerings is the impact on health-care costs, which is consistent with findings in
2011. (See Figure 15a.)
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Effectiveness

A notable number of organizations are measuring the effectiveness of their well-being programs
(72%), and more than half of these are measuring with participation rates (52%).Health-care costs
(37%) and employee satisfaction surveys (31%) are also moderately utilized measures. (See
Figure 16.) These measurements align themselves well with the reasons for offering these types
of programs indicating further the strategic approach to these programs. We continue to see more
than a quarter of organizations not measuring anything (28%).
Reasons for Offering Well-Being
Measurement of Well-Being
Improve employee health
Decrease medical premiums and claims
costs
Perceived value to employees
82%
Participation rates
52%
78%
Health-care costs
37%
77%
31%
Increase employee engagement
74%
Employee satisfaction surveys
Employee awareness programs and
employee engagement scores

22%
75% of organizations find employee satisfaction as the most positive measured effect of wellbeing programs, followed by biometric screening (73%), employee engagement (72%) and
productivity (71%). (See Figure 17.)
Support for Organizational Well-Being Programs

Organizations that offer employer-sponsored health-care believe they would keep most of their
well-being offerings if they discontinued employer-sponsored health-care. The well-being
programs that organizations are most likely to keep fall in the workplace environment and worklife balance categories. Ninety-five percent of organizations would keep workplace safety and
92% would continue to encourage time away from work (vacation, not plugged in) and flexible
schedules. The programs with higher drop rates include: resiliency training (29%),
mental/behavioral health coverage (27%), and wellness coaching (26%). (See Figure 18.)

While many well-being programs are neither incentivized nor penalized for participation, 64% of
organizations offer incentives for physical health-risk assessments (biometrics, physical fitness,
etc.). Smoking cessation continues to have the highest penalties (17%) followed by physical
health risk assessments (11%). (See Figure 19.)

70% of organizations communicate about their well-being programs on a frequent and ongoing
basis throughout the year, as shown in Figure 21, and 58% of line managers and supervisors are
empowered to and responsible for supporting employees in participating in the offered programs.
(See Figure 22.) These findings are consistent with results from 2011.

In 2011, the primary champions of promoting well-being as a strategic and important
organizational initiative were top HR executives (43%), which remains similar today but at a
reduced percentage (35%). Other roles are increasingly taking the driver’s seat including top
benefits/total rewards executives (19%), CEO or president (17%), and all senior management
(8%). (See Figure 23.)
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Additional Analysis

By viewing well-being in an integrated way, organizations may have a better understanding of
what these programs and initiatives can do in creating an atmosphere for employees at work and
beyond. A well-being continuum was developed based on answers to key questions in this survey,
to analyze how organizations perceive employee well-being on a holistic level. In 2014, the
continuum revealed that 39% of organizations are operating with an integrated approach to wellbeing, as opposed to a more traditional and less integrated approach. This has shifted from 2011
where 45% of organizations landed on the integrated side of the scale. (See Figure 25.)

Integrated well-being organizations are more likely to rate the measured effect on health-care
costs extremely positive or positive (73%) compared to traditional wellness organizations (53%).
Additionally, integrated well-being organizations are more likely to rate the measured effect on
employee satisfaction extremely positive or positive (77%) compared to traditional wellness
organizations (68%). (See Figure 27.)

High voluntary turnover (11% to 15%) in traditional wellness organizations is greater than those
with an integrated approach to well-being by more than 10 percentage points. (See Figure 28.)
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Results and Analysis
Elements of Well-Being
Figure 5:
“Do you offer employer-sponsored health-care?”
No 4%
No 3%
Yes 96%
Yes 97%
2011 (n=478)
2014 (n=413)
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Figure 6:
“What elements of well-being do you support within your organization? (Check all that
apply.) (n=380)
Health-Related
Work-Life Balance
Immunizations
72%
69%
Flexible schedules
Encourage time away from work (vacation,
not plugged in)
Community involvement programs
Mental/behavioral health coverage
70%
Physical fitness (exercising)
56%
Smoking cessation
66%
Child-care assistance
26%
Diet and nutrition
Physical health-risk assessment (biometrics,
physical fitness, etc.)1
Disease management
61%
Elder-care assistance
20%
58%
Caregiving assistance
12%
57%
Relief from work overload
5%
Behavioral/mental health-risk assessment
30%
Retirement-Related
Financial education (e.g., primary focus on
retirement/investment education)
Financial advice (e.g., primary focus on
retirement/investment advice)
Financial wellness (e.g., debt management,
budgeting, etc.)
62%
61%
Workplace Environment
63%
Workplace safety
72%
37%
Ergonomics
57%
28%
Stress-Related
EAP resource and referral
81%
Yoga
28%
Meditation/mindfulness training
10%
Resiliency training
8%
Skill-Building Education
Wellness coaching
38%
Stress management
36%
Time management
31%
Healthy workplace relationships
19%
Behavioral modification
14%
Healthy personal relationships
11%
Parenting skills
11%
Do Not Offer Well-Being Programs
We do not offer any well-being programs
4%
1
A statistically significantly larger number of organizations are offering physical health-risk assessments as an element of well-being in
2014 (58%) compared with 2011 (44%).
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Strategy
Figure 7:
“Does your organization have a strategy when it comes to employee well-being?”
No 46%
No 51%
Yes 54%
Yes 49%
2011 (n=447)
Figure 8:
2014 (n=365)
“How long have you had this well-being strategy in place?”
Only participants that responded yes in Figure 7 received this question.
Less than 1 year
17%
7%
38%
39%
More than 1 year but less than 3 years
23%
3 years but less than 5 years
28%
21%
5 or more years
2011 (n=242)
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26%
2014 (n=179)
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Figure 9:
“What are the reasons for offering well-being programs/initiatives to your employees? (Check
all that apply.)”
85%
82%
Improve employee health
77%
78%
Decrease medical premiums and claims costs
79%
77%
Perceived value to employees
Increase employee engagement
72%
74%
Improve employee productivity
73%
70%
Improve employee retention
64%
Drive or support overall culture
61%
64%
61%
Reduce absenteeism
Improve employee attraction
55%
Decrease disability and worker's compensation
costs
52%
53%
33%
31%
Reduce presenteeism
Other
2011 (n=442)
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3%
2%
2014 (n=363)
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Eligibility
Figure 10: “For the majority of your well-being programs, who is eligible to participate? (Check all that
apply.)”2
94%
90%
All active employees
29%
30%
Spouses or domestic partners
24%
21%
Immediate family members
Retired employees
7%
6%
6%
10%
Select active employees
Retired employee dependents
Extended family members
3%
3%
2%
1%
2011 (n=444)
2014 (n=364)
Figure 11: “Are any of your well-being programs only available to select employees or groups? (Check
all that apply.)”
76%
75%
We offer all programs to all employees
Some programs are only available to
exempt/salaried employees
We have executive-only programs
Some programs are only available to
nonexempt/hourly employees
Other
7%
11%
5%
10%
2%
3%
11%
9%
2011 (n=425)
2014 (n=345)
2 A statistically significantly lower number of participants cited all active employees as eligible to participate in the majority of well-being
programs in 2014 (90%) compared to 2011 (94%).
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Figure 12: “To what degree does your organization support your workforce in defining their strong sense
of self or purpose through their beliefs, principles, values and ethical judgments?” (n=362)
Degree of organizational support for the workforce
On a scale of 0 to 7
0
Not at
all
13%
0.1 to 1
1.1 to 2
3%
5%
2.1 to 3
3.1 to 4
9%
4.1 to 5
18%
14%
5.1 to 6
20%
6.1 to 7
20%
Strongly
support
Average value: 4.1
Programs and Initiatives Offered and Utilized
Figure 13: “Please rank the well-being programs your organization offers by employee usage.” Lower
program rankings indicate greater employee usage.
Only programs indicated in Figure 6 were available for ranking by the participants.
Health-Related
Physical health-risk assessment (biometrics,
physical fitness, etc.) (n=191)
Work-Life Balance
3.5
4.9
5.0
6.3
Child-care assistance (n=83)
7.7
6.7
Work overload (n=8)
8.4
7.2
Caregiving assistance (n=32)
11.3
7.8
Elder-care assistance (n=58)
11.7
4.6
Immunizations (n=237)
Diet and nutrition (n=192)
Mental/behavioral health coverage (n=209)
Behavioral/mental health-risk assessment
(n=83)
Smoking cessation (n=202)
Retirement-Related
3.9
Encourage time away from work (vacation,
not plugged in) (n=196)
Community involvement programs (n=179)
Physical fitness (exercising) (n=226)
Disease management (n=174)
Flexible schedules (n=200)
4.0
7.8
Workplace Environment
Financial education (n=202)
6.7
Workplace safety (n=202)
3.7
Financial advice (n=118)
6.9
Ergonomics (n=181)
6.8
Financial wellness (n=82)
9.1
Stress-Related
EAP resource and referral (n=269)
5.5
Resiliency training (n=23)
7.1
Yoga (n=85)
8.2
Meditation/mindfulness training (n=28)
9.6
Skill-Building Education
Wellness coaching (n=115)
7.6
Stress management (n=118)
8.1
Healthy workplace relationships (n=52)
8.4
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Time management (n=93)
8.4
Behavioral modification (n=35)
11.1
Healthy personal relationships (n=28)
13.2
Parenting skills (n=32)
14.0
Figure 14: “Does your organization feature well-being programs prominently in your employee attraction
efforts?”
No 54%
No 58%
Yes 46%
Yes 42%
2011 (n=427)
2014 (n=341)
Figure 15: “In your opinion, how do you see the well-being program(s) changing within your organization
in the next two years?”
Considerable increase in well-being programs and
activities offered
16%
13%
Increase in well-being programs and activities
offered
61%
61%
21%
24%
No change
Decrease in well-being programs and activities
offered
Considerable decrease in well-being programs and
activities offered
2011 (n=428)
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2%
2%
0%
0%
2014 (n=344)
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Figure 15a:
“Please rank the following options from principal reason to least significant reason for this
anticipated increase.”
Only participants that selected “increase” or “considerable increase” in Figure 15 received this
question.
Ranking Average
2011
2014
330
255
Impact on health-care costs
1.7
2.1
Increased productivity
3.4
2.8
Competitive advantage
2.9
3.0
Demand from employees
3.2
3.5
Lower absenteeism
3.7
3.6
n=
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Effectiveness
Figure 16: “How do you measure the effectiveness of the well-being programs offered at your
organization? (Check all that apply.)”
Participation rates
52%
39%
37%
Health-care costs
34%
31%
Employee satisfaction surveys
27%
22%
Employee awareness of programs
23%
22%
Employee engagement scores
Screening results
21%
17%
Absenteeism rates
21%
16%
Disability costs
16%
16%
Turnover rates
18%
14%
Employee focus groups
9%
Programs are too new to measure effectively
13%
8%
8%
7%
Productivity
6%
4%
Employee reported stress levels
Other
58%
3%
2%
30%
28%
We don’t measure
2011 (n=426)
2014 (n=340)
Figure 17: “What have the measured effect of the well-being programs been?”
Employee satisfaction
102
Extremely
negative/negative
effect
1%
25%
Extremely
positive/positive
effect
75%
Biometric screening
56
2%
25%
73%
Employee engagement
75
0%
28%
72%
Productivity
21
0%
29%
71%
n
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No effect or
neutral
WorldatWork
18
Health-care costs
123
2%
33%
66%
Absenteeism rates
54
0%
37%
63%
Employee stress
14
7%
36%
57%
Disability costs
53
2%
45%
53%
Turnover rates
46
4%
52%
44%
Support for Organizational Well-Being Programs
Figure 18: “If your organization were to no longer offer employee-sponsored health-care, which wellbeing programs would you keep and which would you drop?”
Health-Related
n
Keep program
Drop program
Don’t know
Physical fitness (exercising)
221
80%
9%
11%
Immunizations
236
73%
16%
11%
Diet and nutrition
196
73%
12%
15%
Smoking cessation
Physical health-risk assessment (biometrics, physical
fitness, etc.)
Mental/behavioral health coverage
209
63%
21%
16%
190
58%
25%
17%
218
55%
27%
18%
Disease management
179
55%
29%
16%
Behavioral/mental health-risk assessment
95
45%
25%
30%
n
Keep program
Drop program
Don’t know
EAP resource and referral
271
90%
5%
5%
Yoga
91
54%
20%
26%
Resiliency training
24
46%
29%
25%
Meditation/mindfulness training
29
45%
21%
35%
n
Keep program
Drop program
Don’t know
Financial education
201
85%
6%
10%
Financial advice
118
81%
7%
12%
Financial wellness
85
69%
9%
21%
n
Keep program
Drop program
Don’t know
Workplace safety
239
95%
1%
4%
Ergonomics
185
88%
5%
7%
n
Keep program
Drop program
Don’t know
Stress-Related
Retirement-Related
Workplace Environment
Work-Life Balance
Encourage time away from work (vacation, not plugged
in)
Flexible schedules
197
92%
1%
7%
200
92%
3%
5%
Community involvement programs
176
90%
3%
7%
Caregiving assistance
33
88%
3%
9%
Child-care assistance
82
81%
9%
11%
Elder-care assistance
56
73%
11%
16%
Work overload
13
69%
0%
31%
n
Keep program
Drop program
Don’t know
Skill-Building Education
Total Rewards and Employee Well-Being Practices
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Time management
98
70%
11%
18%
Stress management
118
64%
14%
22%
Healthy workplace relationships
57
61%
14%
25%
Health personal relationships
31
52%
19%
29%
Wellness coaching
117
49%
26%
26%
Behavioral modification
39
49%
18%
33%
Parenting skills
32
41%
25%
34%
Figure 19: “For the following well-being programs/initiatives, does your organization offer an incentive
for participation or penalties for nonparticipation to employees? (Note: if you incentivize and
penalize programs, please select both the offer incentives and require penalties boxes.)”
Health-Related
Physical health-risk assessment (biometrics,
physical fitness, etc.)
Physical fitness (exercising)
n
Offer
incentives
Require
penalties
Neither
incentivize nor
penalize
196
64%
11%
25%
222
43%
1%
57%
Diet and nutrition
191
34%
1%
65%
Smoking cessation
215
33%
17%
50%
Behavioral/mental health-risk assessment
96
21%
3%
76%
Disease management
177
17%
2%
81%
Immunizations
228
13%
4%
83%
Mental/behavioral health coverage
215
3%
0%
n
Offer
incentives
Require
penalties
Yoga
89
20%
0%
97%
Neither
incentivize nor
penalize
80%
Resiliency training
26
19%
0%
81%
Meditation/mindfulness training
29
14%
0%
86%
EAP resource and referral
257
4%
0%
n
Offer
incentives
Require
penalties
Financial wellness
85
9%
0%
97%
Neither
incentivize nor
penalize
91%
Financial education
192
6%
0%
94%
Financial advice
110
5%
0%
n
Offer
incentives
Require
penalties
Workplace safety
231
12%
7%
96%
Neither
incentivize nor
penalize
81%
Ergonomics
173
4%
0%
n
Offer
incentives
Require
penalties
Community involvement programs
172
23%
0%
97%
Neither
incentivize nor
penalize
77%
Child-care assistance
81
10%
0%
90%
Stress-Related
Retirement-Related
Workplace Environment
Work-Life Balance
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Encourage time away from work (vacation,
not plugged in)
Flexible schedules
192
5%
1%
95%
193
4%
0%
96%
Elder-care assistance
59
3%
0%
97%
Caregiving assistance
34
3%
0%
97%
Work overload
14
0%
0%
n
Offer
incentives
Require
penalties
Wellness coaching
120
28%
3%
100%
Neither
incentivize nor
penalize
71%
Behavioral modification
42
22%
2%
78%
Stress management
115
11%
0%
89%
Time management
97
6%
0%
94%
Healthy workplace relationships
57
4%
2%
95%
Parenting skills
35
3%
0%
97%
Healthy personal relationships
33
3%
0%
97%
Skill-Building Education
Figure 20: “Using the rating scale below, how would you rate the overall acceptance and endorsement of
employee well-being into the culture of your organization:” (n=331)
Degree of acceptance and endorsement of employee well-being
On a scale of 0 to 4
0
0.1 to 1
1.1 to 2
2.1 to 3
3.1 to 4
5%
13%
33%
31%
19%
Nonexistent
Deeply
embedded
Average value: 2.1
Figure 21: “Do you communicate your well-being programs in a frequent and ongoing basis throughout
the year?”
No 31%
No 30%
Yes 69%
Yes 70%
2011 (n=411)
2014 (n=330)
Total Rewards and Employee Well-Being Practices
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Figure 22: “Are your line managers and supervisors empowered to and responsible for supporting
employees in participating in the well-being programs offered?”
No 43%
No 43%
Yes 57%
Yes 58%
2011 (n=413)
2014 (n=327)
Figure 23: “Who in your organization (if anyone) is the primary champion or driver of the idea that wellbeing is a strategic and important imperative to the organization?”
43%
Top HR executive
35%
16%
19%
Top Benefits/total rewards executive
14%
CEO or president
17%
7%
8%
All of senior management
6%
7%
No one
Employees
3%
3%
Chief operating officer (COO)
2%
2%
Board of directors
2%
1%
Chief financial officer (CFO)
Other
1%
1%
7%
6%
2011 (n=413)
Total Rewards and Employee Well-Being Practices
2014 (n=327)
WorldatWork
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Figure 24: “Which of the following best describes how senior management in your organization views
employee well-being programs?” (n=329)
Degree of senior management’s view of well-being programs
On a scale of 0 to 7
No
support
0
0.1 to 1
1.1 to 2
2.1 to 3
3.1 to 4
4.1 to 5
5.1 to 6
6.1 to 7
3%
3%
9%
14%
21%
17%
18%
16%
High
level of
support
Average value: 4.2
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Additional Analysis
Well‐Being Integration Continuum A well-being scale was developed based on answers to key questions in the survey. The intention is to analyze
how organizations perceive employee well-being on a holistic level. By viewing well-being in a more holistic
way, organizations may have a better understanding of what these programs and initiatives can do in creating an
atmosphere of well-being for employees both at work and in their personal lives.
Supporting the employee both at work and beyond can have positive results for the organization in terms of
increased productivity, increased engagement levels, increased employee satisfaction and positive changes in
employee behaviors. This differs from organizations that limit employee well-being to more traditional wellness
offerings with the sole purpose of lowering health-care costs.
Critical issues considered in the continuum scoring include:










Number and types of well-being programs offered (42 points possible; programs considered innovative
were allotted additional points over some traditional programs)
Balance of programs offered (4 points possible)
Organizational strategy when it comes to employee well-being (5 points possible)
Eligibility for well-being programs (6 points possible)
Organizational support for employees when it comes to defining a strong sense of self or purpose through
beliefs, principles, values, and ethical judgments (3 points possible)
The culture of well-being within the organization (4 points possible)
Use of well-being in attraction of new employees (1 point possible)
Senior management’s view of well-being (3 points possible)
Well-being communication (1 point possible)
Line managers and supervisors authorized to support employees when participating in the well-being
programs offered (1 point possible).
The maximum number of points possible is 70. Organizations scoring between 1 and 34 on the continuum are
considered to have “traditional wellness” while those scoring between 35 and 70 have “integrated well-being.”
Figure 25: Well-being continuum3
2014 (n=367)
2011 (n=418)
Traditional
wellness, 61%
Traditional
wellness, 55%
Integrated wellbeing, 39%
Integrated wellbeing, 45%
3
The Well-Being Continuum scoring in 2011 was only out of a maximum 68 points. An additional two points were added to the number
and types of well-being programs offered category.
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Figure 26: Number of programs offered and length of time well-being strategy has been in place4
17
16
14
18
17
19
16
13
Less than 1 year
More than 1 year but less 3 years but less than 5
than 3 years
years
2011 (n=242)
5 or more years
2014 (n=179)
Figure 27: Well-being continuum and the measured effect of the well-being programs and indicators5
Extremely
negative/negative
effect
No effect or neutral
Extremely
positive/positive
effect
Traditional wellness
0%
46%
54%
Integrated well-being
0%
20%
80%
Traditional wellness
4%
42%
53%
Integrated well-being
0%
27%
73%
Traditional wellness
6%
56%
38%
Integrated well-being
0%
41%
60%
Traditional wellness
0%
35%
65%
Integrated well-being
0%
38%
62%
Traditional wellness
4%
29%
68%
Integrated well-being
0%
23%
77%
Employee Engagement (n=75)
Health-care Costs (n=123)
Disability Costs (n=53)
Absenteeism Rates (n=54)
Employee Satisfaction (n=102)
Productivity (n=21)
4
Organizations with a well-being strategy in place for five or more years offer an average number of well-being programs at significantly
higher rates (19) than organizations with a strategy in place for less than one year (13) and more than one year but less than three years
(16).
5
Statistical significance difference testing was not conducted within groups due to responses less than 30.
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Traditional wellness
0%
0%
100%
Integrated well-being
0%
32%
68%
Traditional wellness
0%
33%
67%
Integrated well-being
2%
23%
75%
Traditional wellness
11%
53%
37%
Integrated well-being
0%
52%
48%
Traditional wellness
0%
0%
100%
Integrated well-being
8%
42%
50%
Biometric Screening (n=56)
Turnover Rates (n=46)
Employee Stress (n= 14)
Figure 28: Well-being continuum and voluntary turnover6
21%
52%
27%
2014
Traditional wellness (n=194)
Integrated well-being (n=127)
39%
43%
33%
32%
35%
36%
34%
2011
Traditional wellness (n=223)
17%
Integrated well-being (n=186)
0% to 5% (low)
30%
6% to 10% (medium)
11% to 15% (high)
6
Organizations with traditional wellness in 2014 have statistically significantly greater voluntary turnover for 11% to 15% (high) turnover
(52%) than those in 2011 for 11% to 15% turnover (35%).
Total Rewards and Employee Well-Being Practices
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Participating Organizations
Advantage Sales & Marketing
Agnico Eagle Mines Limited
Air Canada
Alaska Airlines
Alaska Communications
Alberta Motor Association
Alcatel-Lucent
AMAG Pharmaceuticals
American Bar Association
ANSYS Inc.
Ariens Co.
Astron Solutions
Aux Sable
Baker Hughes
Banner Health
Bellstar Hotels and Resorts
BICSI
Bill Barrett Corp.
Blue Cross & Blue Shield of Rhode Island
Blue Cross Blue Shield of Arizona
Blue Diamond Growers
BlueLinx Corp.
BP
Bridgepoint Education
British Sugar
Brown Industrial Inc.
Brownells Inc.
CACI International
Canadian Blood Services
Canadian Payments Association
Capital Metropolitan Transportation Authority
Carlson Dettmann Consulting LLC
Casino Pauma
Central 1 Credit Union
Ciena Corp.
CIMA+
City of Seattle
Cleveland Clinic
CNI
CO-OP Financial Services
Community Hospital Corp.
Consolidated Communications
COPT
Crowe Horwath LLP
CSA Group
CTI Foods
Curtiss-Wright
Daymon Worldwide
DuPont
Eastern Alliance Insurance Co.
Eby-Brown
Total Rewards and Employee Well-Being Practices
Edmonton Kenworth Ltd.
Elbit Systems of America
Emergency Medical Care Inc.
Employers Council
Employers Resource Association
EPCOR
Erie Insurance
Evraz
Experimental Aircraft Association
EZCORP Inc.
Federal Express Canada Ltd.
Federal Reserve Bank of Richmond
FedEx Express Canada Ltd.
Fike Corp.
Firmenich Inc.
Freudenberg North America
George Mason University
George Washington University
Goodman Manufacturing
Grand & Toy Ltd.
Grand River Hospital
Grande
Hackensack University Medical Center
Helios HR LLC
Helmerich & Payne Inc.
Henry Schein
Hess Corp.
Hilltop National Bank
Hunter Douglas Inc.
ICW Group
IM Flash Technologies
Immanuel
Innovative Compensation and Benefits Concepts
Inspirus
Inter-Coastal Electronics Inc.
Investors Community Bank
John Wiley & Sons Singapore Pte Ltd
K+S Potash Canada
Kingston General Hospital
KVH Industries Inc.
LAMMICO
Lehigh Valley Health Network
Lexicon Pharmaceuticals Inc.
LifeBridge Health
Linbeck
Lincoln Investment Planning
Lions Clubs International
Livingston International Inc.
LPK
Maersk Oil
Maricopa Integrated Health System
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MARTA
Masonite International Corp.
Matrix Service Co.
McDonald's Korea
McGraw Hill Financial
MGMA
MIT Lincoln Laboratory
Molina Healthcare Inc.
Monitise
MVP Health-care
NAB
NASDAQ
National Pen
NatureWorks
Nautilus Inc.
Nolan Financial
Nordson Corp.
North American Science Associates
NorthStar Financial Services Group LLC
Novartis
NOVEC
Nu Skin Enterprises
NW Permanente
Office Depot
Ohio National Financial Services
Omaha Public Power District
Oman Telecommunication Co.
ON Semiconductor
OpenText
Oswego Health
Otterbein Homes
Palmetto Health
Peabody Essex Museum
Pessin Katz Law, P.A.
PETRONAS
Piedmont EMC
Pinnacle Health System
Piramal Enterprises Limited
PNC Financial Services Group
Points Athabasca Contracting LP
Press Ganey Associates
Prime Therapeutics LLC
Principal Financial Group
Project HOPE
PROS Inc.
QBE
Raiffeisen-Landesbank Steiermark AG
Rakuten.com
Red Hat
Renewable Energy Systems Americas Inc.
Riverside Medical Center
Road Scholar
Rockwater Energy Solutions Inc.
Total Rewards and Employee Well-Being Practices
RSA
Rytec Corp.
Safer Foundation
Schindler Elevator Corp.
Searles Valley Minerals
Shale-Inland
Shell Oil Co.
Silver Star Brands
Singtel Optus
Smith & Nephew
Solar Turbines
SolarWinds
St. Lawrence Seaway Management Corp.
Staples Canada
State Auto Insurance
State of Colorado
Sunbelt Rentals
Swarovski
Teck Resources
Texas Mutual Insurance Co.
TG
The Advisory Board Co.
The Andersons Inc.
The Kansas City Southern Railway Co.
The Marcus Corp.
The Royal College of Physicians and Surgeons of
Canada
The University of Texas Health Science Center San
Antonio
The YMCA of Greater Rochester
Thomson Reuters
Toshiba America Inc.
Town of Gilbert, Ariz.
Town of Hilton Head Island
TransAlta Corp.
Trupanion
Umeme
UnitedLex Corp.
Univar
University of Dayton
University of Missouri
Urban Science
Vail Resorts
Vantage West Credit Union
Vitamix
Volunteers of America
Volvo Group North America
VRG Inc.
Waukesha County
Wells Enterprises Inc.
Western Compensation & Benefits Consultants
Woodmen of the World
Worldpay US Inc.
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