Well-Being Improvement in a Midsize Employer: Changes in Well-Being, Productivity, Health Risk, and Perceived Employer Support After Implementation of a Well-Being Improvement Strategy

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Abstract

Objective:

To evaluate employee well-being change and associated change in productivity, health risk including biometrics, and workplace support over 2 years after implementation of a well-being improvement strategy.

Methods:

This was an employer case study evaluation of well-being, productivity (presenteeism, absenteeism, and job performance), health risk, and employer support across three employee assessment spanning 2 years. Employee well-being was compared with an independent sample of workers in the community.

Results:

Well-being and job performance increased and presenteeism and health risk decreased significantly over the 2 years. Employee well-being started lower and increased to exceed community worker averages, approaching significance. Well-being improvement was associated with higher productivity across all measures. Increases in employer support for well-being were associated with improved well-being and productivity.

Conclusions:

This employer's well-being strategy, including a culture supporting well-being, was associated with improved health and productivity.

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