1、The Workplace Health Report 2023The true state of mental health,wellbeing and productivity in the workforcePublished byRICHARD JACKSONCo-founder of Champion Health PlusRYAN BRIGGSFounder of FinWELLDANIELLA BRACKPOOLSenior Reward Manager at WickesJULIE ROBINSONFounder of MenoHealthANDY HOLMESClient P

2、artner at Korn FerryZOE ECCLESTONWorkplace Health and Wellbeing ConsultantSANDY-LEE CONNOLLYGroup Head of Talent and Diversity at Keller Group plcGETHIN NADINAward-winning psychologist,author and Chief Innovation Officer at BenefexPAUL DOCKERTYHR Benefits and Wellbeing Manager at HSBCARTI KASHYAP-AY

3、NSLEYGlobal Head of Wellbeing&Inclusionat Ocado Group JONATHAN GAWTHROPExecutive Director,Wellbeing Sustainability and Assurance at EMCOR UKBETH SAMSONPeople Director at Investors in PeopleNICK DAVISONHealth and Wellbeing Strategist,previously Head of Wellbeing at John LewisJAMIE DOUGLASGlobal Healt

4、h and Wellbeing Lead at BabcockRYAN HOPKINSFuture of Wellbeing Lead at DeloitteJAKE SANDERSGlobal Wellbeing Initiatives Lead at Phillip Morris InternationalHAYLEY FARRELLGlobal Wellbeing&Resilience Manager and Global Affinity Group Programme Manager at ArcadisHARRY BLISSCo-founder and CEO at Champio

5、n HealthIntroductionYouve stepped upThe energy crisis,a soaring cost of living,and echoes of the pandemic resonating across the globe.The world appears to be lurching from one crisis to another.While the challenge facing our people may be enormous,Ive seen first-hand how the employer community has s

6、tepped up to provide support.More than ever,people are looking to their organisations for the leadership,support and advice they need to meet todays challenges-and the ones that are undoubtedly around the corner.There is so much that the employer community can do to support the health and wellbeing

7、of their people.For years,Champion Health has leveraged data to support employee wellbeing at global organisations.By exploring the data in this report,you too will gain insight into the health trends prevalent within your organisation.With 200,000 health apps clamouring for attention across the App

8、le and Google app stores,wellbeing is a noisy space.But you already know this.After reading this report,youll be able to cut through that noise and make informed,data-driven decisions about how to support your people.The Workplace Health Report:2023 is for those that take responsibility for employee

9、 health whether thats through HR,wellbeing,reward and benefits or DEI.But this report is also for those of you that are passionate about making a difference,whatever your role.Some of the information in this report makes for challenging reading.However,I hope that by revealing and targeting the issu

10、es that really matter,we can all do something amazing for the people that power our organisations.Finances are a leading cause of stressCited by 37%of employees,financial pressure is now the top cause of stress outside work.Plus,76%are experiencing moderate-to-high stress,an increase of 13%year-on-y

11、ear.9%of professionals are experiencing thoughts of suicide or self-harmThe number of employees experiencing thoughts of suicide or self-harm has increased from 8%to 9%since last year.12361%struggle to be productive due to tirednessTiredness is the top cause of reduced productivity and 42%of employe

12、es are aiming to improve their energy levels.4Female employees are more affected by anxiety and depressionFemale professionals are more likely to experience symptoms of anxiety and depression versus male employees,by 22%and 20%respectively.598%are motivated to make a positive changeDespite the chall

13、enges they face,the vast majority are motivated to improve their wellbeing,presenting an excellent opportunity for employers to make a significant difference.The Quick Read 5 KEY FINDINGSShort on time?Read these five key findings from the report.Mental wellbeingYour employees have endured through a

14、soaring cost of living,overseas crises and the long shadow of COVID-19.Put simply:the mental health impact of the pastthree years cannot be overestimated.The data in this chapter reveals how these events have shaped the mental wellbeing of your workforce.This includes looking at the prevalence of st

15、ress,burnout,anxiety,and depression withinthe workplace.Youll also learn from top workplace health experts as they share their best practice for supporting employee mental wellbeing in the workplace.1To understand the role of the workplace in employee stress,we asked employees about their experience

16、 of stress at work.First,its important to recognise that stress isnt always unhelpful;the right amount of stress helps to motivate and drive us forward.This is reflected positively within the data:54%of employees are experiencing a perfect amount of stress.At the other end of the spectrum,37%of empl

17、oyees report that the stress they experience at work is having a negative impact.1 BJPsych Bulletin,20163Experience of stress at workResponses to the question:Which statement about stress at work do you most agree with?A supportive organisational and team culture reduces employee stress.1 Develop KP

18、Is that incentivise people to help one another,rather than compete with each other.Aligning your KPIs to overall company goals is one way to achieve this.Create clear and defined pathways of communication in which employees can raise concerns or make suggestions for improvement.Ensure these are acte

19、d upon or clearly communicated if no action is taken.Work with your leaders to ensure they are role-modelling your organisations values daily.Culture starts at the top.Here are three routes to improve organisational culture.123To understand how the employer community can improve support and reduce e

20、mployee burnout,we analysed the causes of stress within the workplace.Our findings show that workload is the most common cause of stress,greatly outranking lack of support,lack of control,and senior staff.Causes of negative stress at workReasons for negative stress at work.Multiple options could be

21、selected.4 The fact that workload is the standout contributor to negative mental stress within employees means we continue to have so many organisations with a culture where there is a fear of reprisal should employees speak up about the challenges they face.KARL SIMONS OBEChief Futurist at FYLD and

22、 Advisor to the British Government Cabinet OfficeDiscover how Strata reduced work-related stress by 68%READ NOW5 What were seeing here in the stats-workload,control,support,wellbeing conversations-these things all flow through management.And yet many in these positions are ill-equipped to handle the

23、se challenges.By focusing on helping your managers to lead with confidence and care,youll be laying the groundwork to help tackle many of the issues were seeing in the workplace.GEORGE BELLLinkedIn Top Voice on Work-Life Balance&Mental Health These results show the impact of people who influence eac

24、h employees workload-peers and senior staff.To manage this,leaders need to engage with all of their people and have open discussions around the impact their work is having on their lives.CHARLES ALBERTSDirector|Global Head of Wellbeing and People Experience at CliffordChanceDR RICHARD HERONHealth,Wo

25、rk,Wellbeing&Performance ConsultantFormer Vice President,Health at BPEMPLOYEE WORKLOAD Five questions to ask yourself1Are individual accountabilities clear across the organisation?2Do capabilities match well to the qualitative and quantitative demands of employee tasks?3Are colleagues supported with

26、in their teams?4Are colleagues able to work flexibly when they need to and where possible control where and when they work?5Do colleagues feel that they will be supported if they raise challenges with workload?This data reveals the most common causes of stress outside the workplace and highlights th

27、e importance of considering each individuals unique situation.Strikingly,financial pressure is now the most common external cause of stress,affecting more than one-in-three employees.This is an increase of 23%versus last year,highlighting the impact of the global cost of living crisis on employee we

28、llbeing.The data also demonstrates how COVID-19 is receding from view for many employees.Only 5%of professionals now consider COVID-19 to be a source of stress,compared to 18%last year.Despite this reduction,COVID-19 continues to present a challenge for our people whether they are concerned about th

29、eir own health or protecting someone vulnerable.23%increase in employees experiencing financial pressure versus last year5%consider COVID-19 to be a source of stress6Causes of stress outside workReasons for negative stress outside of work.Multiple options could be selected.Mental health60%of employe

30、es feel anxious56%of employees are experiencing low mood I see this as a direct link to the cost of living crisis,with lots of colleagues feeling uncertain about what the future holds.I also feel this is a direct link topeople feeling more open to share their symptoms than they would have been befor

31、e.STEVE BIRDWellbeing Manager at CurrysOur people continue to face uncertainty.And,as expected,current events are impacting the mental wellbeing of our colleagues.Symptoms of anxiety and depression remain high:60%of employees feel anxious and 56%are experiencing low mood.Our data also shows that 1 i

32、n 4 meet the criteria for clinically relevant symptoms of anxiety and depression,suggesting they would benefit from further assessment and support from a qualified mental health professional.Employees experiencing symptoms of anxiety and depressionSymptoms of anxiety and depression as measured by th

33、e GAD-7 and PHQ-9.Mild symptoms defined as scoring 5.Clinically relevant symptoms defined as scoring 10Anxiety60%25%56%25%DepressionMild symptomsClinically relevant symptoms The data also reveals that,despite the prevalence of feelings of anxiety and low mood,just 1 in 5 professionals are reporting

34、a mental health diagnosis.This suggests there are many undiagnosed mental health conditions.Mental health diagnoses are made by mental health professionals-like a GP or psychologist-based on an evaluation.Mental health diagnoses can help individuals understand and manage their symptoms.They can also

35、 be a helpful step in the process of seeking treatment and support.People who need clinical support havent got to that place overnight.Theres a grey area between thriving and surviving the area of presenteeism.Thats where the 60%with mild symptoms of anxiety currently are and its where employers can

36、 have a real impact with early intervention.SARAH RESTALLDirector of People and Client Services at Wellbeing With Cari We have been living through extraordinary times for almost three years and the world feels turbulent.This has inevitably caused strain and amplified existing inequalities.Now we are

37、 facing spiralling prices that will affect everybody,although again not all equally.This has of course inevitably impacted on individual and collective wellbeing at work and in our communities.Whilst people have adapted incredibly well,many are fatigued,languishing and worried about the future.Work

38、designed well can be health-promoting it can provide a sense of purpose and structure,create connection and relationships and be a gateway to peer and professional support.SIMON BLAKE OBE(HE/HIM)CEO at Mental Health First Aid England819%of employees have a current mental health diagnosis19%of employ

39、ees have a current mental health diagnosisIdentity markers like age and gender shape an individuals experience of mental health.Our data reflects this and reveals the demographic differences in mental health outcomes.This includes our finding that female employees are 22%more likely than male employ

40、ees to experience symptoms of anxiety.AnxietyDepressionMaleFemaleSymptoms of anxiety and depression in males and femalesThree ways to improve work for female employees.1.Offer remote workingResearch shows only 1 in 10 women want to work mostly on-site and many female employees cite the option to wor

41、k remotely as a top reason for joining an organisation.2.Prioritise choice and flexibilityFemale employees who are able to work how they want are less burned out,happier in their jobs,and much less likely to consider leaving their companies.3.Role-model change you want to seeIf you want your organis

42、ations to have equal rights and career progression then you have to show that.The positive impact for women seeing Jacinda Ardern hold a position of power whilst pregnant was beyond fantastic.DR STEPHANIE FITZGERALDFounder at Soyo Ltd,Clinical Psychologist,author and consultantDemographic difference

43、sFemale employees are 22%more likely to experience symptoms of anxiety9In 2018,The Resolution Foundation called for a radical new approach to support the prospects of the younger generation.Despite these efforts,our data reveals higher levels of anxiety and depression in workers aged 16-35 versus th

44、eir older peers.In 2018,The Resolution Foundation called for a radical new approach to support the prospects of the younger generation.Despite these efforts,our data reveals higher levels of anxiety and depression in workers aged 16-35 versus their older peers.Symptoms of anxiety and depression acro

45、ss age groups The younger generation are far more likely to scrutinise what an employee is doing with wellbeing.Top talent are looking for organisations that go beyond the tick-box.Theyre expecting a range of wellbeing solutions,choice,personalisation and a recognition of the impact that work has on

46、 mental health.ROB STEPHENSONFounder of FormScore We know that COVID-19 affected the young more than the old in terms of impact on mental wellbeing.The issue is that the support available to the young,such as Centres for Addiction and Mental Health,cannot meet demand soon enough.SEAN MAYWOODMental H

47、ealth First Aid Instructor66%of employees aged 25-35 experience symptoms of anxiety10In 2022,the Champion Health team brought together a group of experts to share their insights in supporting young people at work.Here are their tips.Revisit your onboarding and induction process to ensure it is robus

48、t and inclusive for all new hires.When it comes to young people,consider including a well-planned two-week itinerary that includes plenty of breaks and will help set the scene for a working week.1ONBOARDINGYour people will model their behaviour on their leaders.So,senior leaders must be living the v

49、alues of your workplace.Ensure that is happening and that line managers are also living these values.2LEAD FROM THE FRONTYoung people are coming to our workspaces already more equipped to speak openly about who they are than older generations.Actively create an environment where this is possible.3AU

50、THENTICITYUnsure how to create a psychologically safe working environment for young people?Start by asking some young people.Stitch the question into their first day of work:Do you know how you work best?How do you think we can make sure we are maximising your potential?4JUST ASKData from peer suppo

51、rt app,Tellmi,suggests that young people are more likely to approach peers than line managers.Consider ways to encourage support from peers and dont expect young people to always reach out to their line managers.5Insight provided bySARAH RESTALLDirector of People and Client Services at Wellbeing Wit

52、h CariSIMON JAYCommercial Director at TellmiPEER SUPPORT11Quick tips for supporting young people within the workplaceDiscover more actionable waysto support young employeesWATCH NOWPoor employee mental health is one of the top challenges facing organisations today.Our data shows that this is not pur

53、ely a moral challenge,its also a significant business challenge.Exploring anonymised responses to validated mental wellbeing assessments,we reveal how poor mental wellbeing affects the day-to-day experiences of our colleagues.The data overleaf highlights the challenge of employee tiredness:over 80%o

54、f professionals are experiencing fatigue at work and 71%rate their sleep quality as average or worse.The impact of anxiety is also clear:71%of professionals are struggling to relax,and over 60%of professionals are struggling to sleep.These are common symptoms of anxiety 1.The data also points to cha

55、llenges with focus.Almost half of all employees are struggling to concentrate and almost one in ten are acting indecisively.121 NHS InformPoor mental health negatively affects the performance of 1 in 5 employeesRead the chapter Productivity,energy and culture for related findingsMental health and pe

56、rformance These results show that anyone responsible for high performance within an organisation is also responsible for supporting mental wellbeing.Being an employee is just part of being human and no one can separate the two.As a double Olympian,I ran at my fastest when I felt at my happiest and m

57、ost supported.These results are telling the same story within our workplaces.It is your responsibility to be aware of stresses and pressures because they impact performance.Its not always your responsibility to fix them,but its your responsibility to be aware of them,and to support your employees wh

58、ere you can.Because,as the data shows,supporting the mental wellbeing of your team is supporting high performance.As employers we must do all we can to help people in our teams navigate the challenges,find ways of working that work for them and the business,and in doing so support them to both survi

59、ve and hopefully thrive.JACK GREEN OLYDouble Olympion,Head of Performance at Champion Health13What our people are experiencingThis data comprises aggregated answers to various questions from GAD-7,PHQ-9 and the Warwick-Edinburgh Mental Wellbeing Scale.12%Cant deal with problems12%Cant think clearly9

60、%Cant act decisively59%Cant controlworrying71%Cant relax52%Feel disinterested62%Struggle to sleep81%Feel tired49%Cant concentrateAccessing supportThe pandemic brought mental health support to the forefront of many organisations workplace health strategies.While many organisations currently invest in

61、 mental health support,our data reveals that not enough employees are engaging.Only 10%of employees are currently seeking support for their mental health.This is despite our data also showing that 60%of employees are experiencing symptoms of anxiety and 56%are experiencing symptoms of depression.How

62、 to make wellbeing support more accessibleEvery individual is different and many factors will influence whether someone does(or doesnt)access support.However,there are practical actions you can take now to improve help-seeking behaviour at work.1.Create space and opportunityEmployees need space and

63、opportunity to look after their mental health.This starts with an open culture that gives employees time to prioritise their wellbeing.2.Make your support visibleIf youve got it shout about it.Dont bury your services in the depths of the intranet.Where possible,ensure these services are just one cli

64、ck away.3.Consider the types of support availableNot everyone can(or will want to)access support in the same way.Consider introducing alternative options like text support,alongside more traditional phone lines or in-person therapy.14LAURA DALLASHead of Product at Champion Health60%ExperiencingAnxie

65、ty10%SeekingSupportOur data also highlights that fewer male employees are seeking help than females.This suggests that male employees are still finding it difficult to reach out for help and talk about their mental health-even when theyre struggling.Therefore,organisations must continue to focus on

66、opening up the conversation around male mental health,and make the support that is available visible,accessible and stigma-free.The CLASS ApproachA 5-step guide to supporting someone who is struggling with their mental health.Connect Make time to ask how the person youre concerned about is doing.Lis

67、ten Allow the person the time to talk things through and listen to whats being said.Assess Assess the situation and consider what support the personcould benefit from.Support Make it clear that youre there to help.Explore with the person thesupport they could access.Signpost Connect the person with

68、services so they can access timely support.Main points of contact include their GP,NHS 1 1 1(if out-of-hours)and confidential helplines(see page 17).15 If you tell men that men dont want to talk about mental health then you somehow take away permission from those that do want to talk.The majority of

69、 my clinical caseloads have been 100%male.Men do want to talk about their mental health,of course they do,its a significant part of being human.But when we continually talk about the hard-to-reach population and say that its so difficult to get men to talk,were making it sound as though men shouldnt

70、 talk and so they dont.We need to normalise the male mental health conversation every day,to give male employees that permission to talk that for so long has been denied to them.DR STEPHANIE FITZGERALDFounder at Soyo Ltd,Clinical Psychologist,author and consultantEmpoyees currently seekingmental hea

71、lth supportSuicide is complex:there is no one reason why an individual may die by suicide or experience suicidal thoughts and behaviour.Despite the progress weve made around normalising mental health,suicide remains a misunderstood and taboo topic.Our data shows that year-on-year,the number of emplo

72、yees experiencing thoughts of suicide or self-harm has increased from 8%to 9%.This means that,in an average organisation of 1,000 employees,there are 90 individuals experiencing thoughts of suicide.Put another way,10 more people in that organisation are now experiencing suicidal thoughts versus last

73、 year.This is a tragic increase that could have a devastating impact.Regarding the likelihood of suicidal ideation and self-harm,our data shows little difference between male and female employees.However,its worth noting that our data does show that female employees are twice as likely to access men

74、tal health support compared to male colleagues.Suicide risk16Relationship between suicidal thoughts and help-seeking in males and femalesEmployees experiencing thoughts of suicide or self-harm on at leastseveral days as measured by the PHQ-9 questionnaireTake action to prevent suicide in the workpla

75、ceREAD GUIDE Organisations need to get more comfortable with talking about suicide within the wider mental wellbeing conversation.In doing so they can discuss risk factors,prevention strategies and sources of support in a non-stigmatising way.This can then enable employees to self-identify and emplo

76、yers have a clearer mandate to engage in these difficult conversations.Its also important to widen the support on offer to those who are bereaved by suicide.In this way,people are safe to bring their whole selves to work and for it to become a safe place to be in your darkest times.WENDY ROBINSONHea

77、d of Services at Campaign Against Living Miserably(CALM)At Corin&Co we believe that all workplaces should be educating their teams on the role that they can play in helping to prevent suicide.Its our belief that suicide education can save lives.Its our belief that suicide is preventable,and we belie

78、ve that the workplace is central to this mission.We spend multiple hours per week in work-there is no better place for people to engage with this education,especially as we know that employees will take this knowledge into all aspects of their lives.Equip your teams with the knowledge to spot the si

79、gns,equip your teams with the knowledge to have conversations about suicide,and equip your teams with the resources available to them internally and externally this education can and will save lives.HARRY CORINMental Health First Aid Instructor and Founder of Corin&Co17Six simple ways to address men

80、tal health and suicide prevention in the workplace18Reduce the stigma of suicideOne of the greatest challenges for individuals struggling with mental health is the associated stigma which prevents them from reaching out to get treatment.Businesses have a responsibility to ensure the correct language

81、 and terminology is used,as well as ensuring mental health is embedded at the core of its company values.Provide support for financial strugglesFinancial struggles are linked to mental health issues and businesses must do everything they can tosupport their staff.Providing free financial counselling

82、 for employees is a simple but effective route to do this.Train colleagues in suicide preventionOne of the most important(and obvious)steps to preventing suicide in the workplace is to recognise it and know the signs to look out for when someone is struggling.Businesses should set up annual training

83、 exercises with staff to ensure vulnerable employees are identified and receive the support they need.Address work-related stress Employers must ensure that workloads are realistic and achievable,and that employees arent taking that stress home with them.Flexible working hours,meeting-free time and

84、regular check-ins are good ways of doing this.Employers should also support staff suffering a mental health crisis with access to paidleave using supportive policies.Intercept harmful web searchesUtilise tools,like R;pple,to intercept harmful searches relating to suicide or self-harm.R;pple canbe in

85、tegrated into workplace Wi-Fi networks to“intercept”these searches by instead providing routes for people to seek free,accessible,24/7 mental health support.Prioritise social inclusionIsolation in the workplace contributes to mental health issues and it is important that employees are able to talk t

86、o one another.Businesses must encourage socialising during office hours and arrange social events to ensure teams are bonding and engaging with one another.ALICE HENDYFounder of R;pple Suicide PreventionWhat is financial wellbeing?Financial wellbeing is the state of feeling content,comfortable and s

87、ecure with your financial situation,while having the freedom to choose how you want to live your life.It encompasses your relationship with money:do you feel in control of your spending or confident about managing your finances?Financial wellbeing is also extremely personal and is not fully describe

88、d by objective measures like salary.Every employee can experience financial wellbeing-or a lack of it-regardless of their income.Financial wellbeingThe cost of everyday essentials is skyrocketing,inflation is soaring and recession is here.Things are getting tougher-and its affecting our teams.In thi

89、s chapter,youll discover how financial wellbeing is intrinsically linked to our mental and physical health.Global forces are at play and not everything is in our control,but organisations can help to ease the pressure.19Financial wellbeingAmid a global cost of living crisis,financial wellbeing is fr

90、ont-of-mind for organisations and their employees.Our sample was asked to identify causes of negative stress outside of the workplace.The result:37%of employees cited financial pressure.This makes financial pressure the most common cause of stress,outranking relationships,parenting and COVID-19.This

91、 is a percentage increase of 23%when compared with findings from last year.Financial stress is also impacting other areas of wellbeing,with 1 in 5 employees stating that money worries have impacted their ability to do their job.20222023Percentage of employees experiencingfinancial pressure30%37%Fina

92、ncial Pressure20 Financial wellbeing is about having confidence,control and capacity with money.All of these are under threat with rising inflation and interest rates.Macro-economic factors are having a huge impact on personal finances,so the sense of feeling in control is eroded.FRANCIS GOSSDirecto

93、r|People ExperienceConsulting at Gallagher?23%increase in employees experiencing financial pressure versus last yearDiscover how finances affect employee wellbeingREAD GUIDEA deeper dive into the data highlights how money worries disproportionately impact different employee demographics.Our research

94、 found that employees between the ages of 25-34 are most likely to be impacted by financial stress,followed closely by employees between the ages of 35-44.Interestingly,research by Aviva 1 shows that younger employees are more likely to seek financial wellbeing support and speak to their employer ab

95、out financial wellbeing concerns.Put simply:younger employees are disproportionately affected by financial pressure,but they are also more likely to seek assistance.This reveals an opportunity for organisations to support their younger employees as they navigate the cost of living crisis.211 Avivas

96、Working Lives Report 2022:The Big Squeeze Over the next year,we need to do more to break down the taboos around talking about money.You cant manage what you cant talk about.We need our people to know that its okay to have money issues,its nothing to be ashamed of,and with the right support,things ca

97、n get better.LOUISE ASTONWellbeing Director at Business in the CommunityFinancial pressure across age groupsOur data also reveals how financial wellbeing impacts performance at work:a positive relationship with money is correlated to higher productivity(see below graph).Clearly,employers that take a

98、ction to support the financial wellbeing of their people will reap the rewards:improved employee health alongside better productivity and performance.22The Foundations of Financial WellbeingUse these five starting points to embed financial wellbeing within your organisation.1.Communicate your free o

99、ptionsReinforce and communicate your existing employee benefits,resources and suppliers.2.Bring your teams closer togetherArrange groups online or in-person where employees and leadership teams can discuss challenges and potential solutions.RYAN BRIGGSFounder of FinWELL3.Utilise wellbeing champions

100、and mental health first aidersUpskill your teams to more effectively spot the signs of poor financial wellbeing.Ensure signposting options are clear and understood.4.Access to educationProvide access to educational content.Cover various topics and themes relating to real life events through interact

101、ive group workshops.5.Guidance,support&adviceOffer confidential support via your existing EAP providers or introduce 1-1 financial guidance sessions.Relationship with money vs productivity23Physical healthFrom construction firms to global banks,poor physical health affects all types of employers.It

102、also impacts every employee,from stationary office workers to active operational personnel.In this chapter,youll discover the most prevalent physical health issues facing your employees,from musculoskeletal(MSK)health to menopause,eye health and beyond.In the UK alone,7.3 million working days were l

103、ost due to work-related musculoskeletal(MSK)disorders in 2022 1.During 2022,we reported that almost 60%of employees were experiencing MSK pain.These levels have fallen,with only 41%of employees currently experiencing MSK pain.While this is positive,the data shows that a significant number of employe

104、es are still in pain.To understand the extent to which MSK pain impacts performance,we asked employees whether MSK pain affects their productivity in work.We found that the performance of 17%of employees is being impacted by MSK pain.Musculoskeletal pain1 Work-related musculoskeletal disorders stati

105、stics in Great Britain,HSE 20222 Moving Forward-Physiotherapy for Musculoskeletal Health and Wellbeing3 Applied Ergonomics,20184 Health and Safety Executive24Employees experiencing MSK painResearch-backed routes to support the MSK health of your employees Offer physiotherapy supportWork absences can

106、 be reduced by five days when employees receive advice on lower back pain from physiotherapists.2 Encourage active breaksActive breaks that involve movement away from the desk reduce pain and discomfort.3Roll out DSE assessmentsDisplay Screen Equipment(DSE)assessments give employees the opportunity

107、to assess their workstation and ensure they work with a safe posture.412317%of employees reportthat MSK pain negatively impactstheir productivityFurther exploration of the data reveals the most common areas causing pain for our employees.Ranked top is pain in the lower-back,which affects 52%of emplo

108、yees.Other common locations of pain include the neck,knee,shoulder,and hip.The data also shows that many employees experiencing MSK pain are not seeking the support they need from a specialist.Of those with MSK pain,less than half say they are actively seeking support.As most MSK issues can be manag

109、ed successfully when treated early,this is a key area in which employers can provide effective support.Neck 39%Shoulder 32%Lower Back 52%Hip 23%Knee 38%The location of the MSK pain suggests people are experiencing the consequences of working at makeshift workstations inappropriate for long periods o

110、f sitting.When MSK support is fully utilised,research shows that it can provide a 10:1 return on investment.This shows the potential of investing in good MSK health,and also the losses organisations are incurring because their employees are not seeking the correct support.RICHARD JACKSONCo-founder o

111、f Champion Health Plus25Percentage of employees in pain whoare seeking specialist supportFive most common areas of MSK painDiscover how One Health improved MSK healthREAD NOWThe shift to home and hybrid working poses a greater risk to employee eye health due to increased screen time 1.The environmen

112、t in which we work can also put extra strain on our eyes,especially in makeshift home offices.This increases the risk of eye strain and headaches,which impacts the health and productivity of your employees.Our data shows that 62%of employees are experiencing at least one symptom of eye strain,31%are

113、 experiencing headaches and 10%are experiencing migraines.In addition,headaches are impacting the productivity of 18%of employees.Eye health andheadaches1 All About Vision,202262%of employees areexperiencing at least 1 symptomof eye strainErgonomic work set-ups prevent and improve symptoms of eye st

114、rain.Share these tips with your colleagues to reduce the risk of eye strain.LightingEye strain can be caused by excessive sunlight coming in through windows or by bright interior lighting.Use curtains or blinds to reduce the glare from the sun and avoid sitting under fluorescent lights.1DevicesYour

115、computer screen should be about an arms length from your eyes and the centre of the screen should be 10-15 degrees below your eye line.2WorkstationImproper posture while working can strain your eyes.Ensure your workstation and chair are at the correct height for your feet to be flat on the floor and

116、 your back to be straight.32618%of employees report that headaches impact their productivityWomen experiencing the menopause are the fastest-growing demographic in the workplace 1.Its therefore vital that the employer community provides proactive support to employees experiencing the menopause.The p

117、hysiological and psychological effects of the menopause can negatively impact the health and wellbeing of your people 2.With that in mind,we asked our sample how the menopause affects their work.The results are clear:almost 30%of employees experiencing menopause report that it negatively impacts the

118、ir productivity.Menopause Menopause support will not always give you huge engagement from a numbers perspective,but it will give you huge impact.People may drop in and out of using the services,but theres still massive value for organisations in recruitment,retention,the caring view of you as an emp

119、loyer and the personal impact you can have on the lives of women experiencing the menopause.DANIELLA BRACKPOOLSenior Reward Manager at Wickes Given that 3 out of 4 women experience numerous menopause symptoms,its little wonder that menopause can negatively impact on productivity.Giving the right inf

120、ormation,providing support and offering practical workplace adjustments can have a transformative effect on individuals and productivity.Organisations play a crucial role in offering this to their team and it all starts with a willingness to create a workplace culture where talking about menopause i

121、s positively encouraged.Everyone should be involved,not just those experiencing menopause symptoms.Everyone should be menopause aware and have access to factual information that enables them to make personal choices about their own menopause.And everyone should know how to support others through men

122、opause.28%of employees experiencing the menopause report that it negatively impacts their productivity27JULIE ROBINSONFounder of MenoHealth1 BMC Womens Health2 NHS InformTackle the taboo and start talking about the menopause in your organisationREAD GUIDEMenopause support checklistWhat can leaders d

123、o to support and retain women experiencing the menopause?Heres a list of small workplace changes to support those going through the menopause.Offer flexible working hours,particularly later start times or permission to leave at short noticeProvide access to a quiet and private working spaceGive empl

124、oyees the option to work from homeby making hybrid working an option(particularly for times when menopausal symptoms are challenging)Offer easy access to cold drinking waterCool the working environment,for example by providing a fan,moving a desk closer to a window or adjusting the air conditioningP

125、rovide easy access to welfare and sanitary facilities28Allow time off to attend medical appointments that are menopause-relatedAgree some protected time when employeescan catch up with any work that is missed due to difficulties caused by the menopauseIdentify a supportive colleague to talk to away

126、from the office,such as a designated wellbeing champion or menopause expertEmpower your team so that all leaders and line managers understand what menopause is,how it can affect colleagues,and what the available support options areProductivity,energy and cultureThe events of recent years have transf

127、ormed the way we work.The employee experience has changed,as have the priorities of our people.In this chapter,youll explore three key aspects of workplace wellbeing:productivity,energy and culture.29High employee productivity is crucial to ensure your organisation outperforms its competitors and ou

128、r data reveals room for improvement.Over 50%of employees rate their productivity as average,below-average,or low.Just 13%of those we surveyed rate their productivity as high.These results point to presenteeism:lost productivity that occurs when employees are not fully functioning in the workplace,us

129、ually due to illness or injury.In 2022,Champion Health found that,on average,presenteeism costs businesses over 9,000 per employee per annum 1.To discover whats contributing to this cost,each employee in our sample was also asked to identify the areas of wellbeing impacting their productivity.Produc

130、tivityProductivity ratingDiscover the top causes oflow productivity at workREAD GUIDE1 Champion Health|The Global Productivity Report,202230Health issues impacting productivityThe most frequently selected issues impacting productivity at work.Employees could select multiple health issues.While many

131、health areas impact productivity,energy levels stand out as an area to which employers must pay particular attention.Thats because over 60%of employees report that tiredness affects their performance in work.In addition,the most common change employees would like to make is to improve their energy l

132、evels(more on this in the next chapter).The tiredness epidemic is revealed through employee energy levels with over 40%reporting their daily energy levels as“fatigued”or“extremely fatigued”.Energy and performanceAverage daily energy levels With all the change thats happened in recent years,some of o

133、ur healthy habits,like work-life boundaries,have fallen by the wayside.This is leading to increased employee tiredness.Employers must encourage and facilitate employees putting these boundaries back in.31ZOE ECCLESTONWorkplace Health and Wellbeing Consultant Leaders are used to solving problems.But

134、the default when looking at problem data is that we react to the numbers rather than exploring the sentiment or root cause.Flipping the question from how do we fix the problem to whats the opportunity thats driving the data will lead us to a very different solution,with a much more significant and s

135、ustainable impact.ANDY HOLMESClient Partner at Korn FerryOur data also highlights how energy levels fluctuate throughout the day.On average,employees feel least energetic at 3:31PM and most energetic at 10:21AM.Most energetic10:21 amLeast energetic3:31 pmSleepIt may not be surprising that,considerin

136、g tiredness is cited as a top drainer of productivity,our data also reveals that employees are struggling with sleep.When asked to rate their sleep,71%of employees responded with average or worse.And over 1 in 3 employees report their sleep quality as poor.71%of employees rate their sleep as average

137、 or worseOver 1 in 3 employees rate their sleep as poorSleep quality ratingBoosting employee energy levels1.Prioritise rest and recoveryJust like athletes,employees need recovery to perform at their best.Make sure theyre prioritising recovery behaviours,like taking breaks and making full use of thei

138、r annual leave.As leaders,you need to model those behaviours as well.2.Discuss fatigue in 1:1sThe data shows that employee fatigue is a prominent issue,so make sure youre bringing it up in 1:1s and staff appraisals.Work with your employees to identify and address any sources of fatigue,such as exces

139、sive workload and Zoom fatigue.3.Consider the working environmentConsider whether your employees working environment is set up to contribute to fatigue or reduce it.This includes everything from breakout rooms to the nutritional value of the food employees can access.32JAMIE BROADLEYGroup Head of He

140、alth&Wellbeing at SercoCultureThe culture within your organisation affects every aspect of the employee experience,from feelings of support to the impact of work-related stress.This data provides an insight into the current state of organisational culture.As many organisations adapt to hybrid work,m

141、aintaining a supportive company culture(in which employees feel part of a team)is a high priority for leaders and wellbeing professionals.Our data shows that,while most employees do feel part of a team,only 51%feel supported at work.Do you feel supported at work?Do you feel part of the team?Leaders

142、play a crucial role in embedding a thriving culture of wellbeing in any organisation.Investing in this population to better understand themselves and connect with their people will create an environment where individuals needs are voiced and met.At Keller,we developed and launched a wellbeing traini

143、ng program for line managers.This gives our leaders the knowledge and tools to gain agency over their personal wellbeing,be able to role-model this space well and to better support their people.33SANDY-LEE CONNOLLYGroup Head of Talent and Diversity at Keller Group plcFive traits of successful teamsG

144、oogle spent two years studying its people using over 35 different statistical models.They identified five traits that successful teams share:Search Project Aristotle by Google online for more information.Psychological safetyDependabilityStructure and clarityMeaningImpact12345Feeling supported and pa

145、rt of a team are not just nice-to-haves.When employees feel this way it has a real impact.Our data shows that these sentiments are associated with higher levels of mental wellbeing and productivity.When we care for our people,when we invest in our teams,we not only invest in employee wellbeing,we in

146、vest in our overall success as an organisation.This research proves that.34GETHIN NADINAward-winning psychologist,author and Chief Innovation Officer at BenefexFeeling supported at work vs mental wellbeingMental wellbeing score(WEMWBS)Feeling supported at work vs productivityWhat is the Warwick-Edin

147、burgh Mental Wellbeing Scale(WEMWBS)?The WEMWBS is used internationally to measure mental wellbeing.Here we utilise this scale to provide a snapshot of mental wellbeing within our sample.Productivity rating(out of 10)There is a powerful connection between inclusion and wellbeing.Research shows us th

148、at when leaders are inclusive,employee job satisfaction,engagement and commitment multiplies.Feeling included and part of a team really strengthens belonging and drives employee wellbeing.SANDY-LEE CONNELLYGroup Head of Talent and Diversity at Keller Group plcFeeling like part of a team vs mental we

149、llbeingMental wellbeing score(WEMWBS)Feeling like part of a team vs productivityProductivity rating(out of 10)35PAUL DOCKERTYHR Benefits and Wellbeing Manager at HSBCThree tips to help your people feel supportedImplement fit-for-purpose healthcare benefitsCreate safe spaces where leaders and team me

150、mbers can share experiencesAdopt flexible policies that guide,not dictate,how an employee can be supported based on individual needs123 Feeling supported is fundamental to creating a psychologically healthy and safe work environment.Lack of support from supervisors and co-workers,lack of access to s

151、upport services,and lack of information or training inhibits a culture of learning,contribution and challenge.Ultimately,this impacts productivity,performance levels,innovation,and improvement.Support includes empathetic and compassionate leadership through listening and carrying out regular wellbei

152、ng conversations.You could also signpost to wellbeing resources,as well as providing practical support.It also includes job clarity,autonomy and control,manageable workloads,transparency and consultation during workplace change.HAYLEY FARRELLGlobal Wellbeing&Resilience Manager and Global Affinity Gr

153、oup Programme Manager at Arcadis Feeling connected to others and having the psychological safety of working as part of a close team are huge drivers of wellbeing,so its great to see so many people are looking out for one another.36GETHIN NADINAward-winning psychologist,author and Chief Innovation Of

154、ficer at Benefex The best way for leaders to foster a culture of caring is to role-model the behaviours they are attempting to encourage-such as talking about mental health.And if they cant do that,they should feel psychologically safe enough to admit they too are on a journey and will therefore cre

155、ate the space for everyone else to openly discuss their mental health.ARTI KASHYAP-AYNSLEYGlobal Head of Wellbeing&Inclusionat Ocado Group Id equate feeling part of a team with experiencing psychological safety,or the ability to speak up freely without fear.This inevitably leads to better performanc

156、e,as questions can be asked openly,budding problems are addressed early and people share information and data more freely.BETH SAMSONPeople Director at Investors in PeopleWorkplaceculture in 2023What do leaders think?How individuals can create psychologically safe workplacesAs a leader,you can foste

157、r psychologically safe environments by promoting conversation around different issues within the workplace.You can also model curiosity by asking your employees lots of questions,which creates a necessity for them to speak up.If employees see their seniors admitting fallibility,they are more likely

158、to feel comfortable doing so themselves.Thats why phrases like“I may miss something-I need to hear from you”really help to create psychologically safe environments.Giving feedback is important for the development of your workforce,but its crucial that your employees do not feel criticised or stilted

159、 by it.Try to draw on individuals strengths whilst encouraging growth in areas requiring improvement.Make sure youre available and make sure your team knows it.When they approach you,endeavour to be approachable,open-minded and non-judgemental.Employees will then be more likely to come to you to dis

160、cuss potential issues.Your team need to know that youre confident in your ability,but also flexible in your approach and open to feedback.Demonstrate this by inviting your team to challenge your decisions healthy conflict leads to better decisions and more accountability.Lead the wayAcknowledge your

161、 own fallibility Ensure feedback is constructive Commit to an open-door policyBe open to feedback 3738Goals and obstaclesDespite an increasingly challenging global environment,the overwhelming majority of employees want to make positivehealth changes.This should motivate all of us and its somethingt

162、o be celebrated.Key to translating that motivation into action is understanding the changes your people want to make,as well as the barriers in the way.This is an excellent opportunity for employers to facilitate significant and meaningful change.In this chapter,youll discover what employees are mot

163、ivated to change and whats stopping them.MotivationLast year,we reported that 94%of employees wanted to make positive changes to their wellbeing.This year the level of motivation has increased:98%of employees are motivated to make a positive change to their wellbeing and almost 80%of employees consi

164、der making these changes to be important or very important.Organisations have the opportunity to increase motivation through value and gratitude.Ask yourselves how you can reward individuals from a gratitude perspective.This could be something as simple as showing knowledge and appreciation for the

165、work theyre doing.JONATHAN GAWTHROPExecutive Director,Wellbeing Sustainability and Assurance at EMCOR UK You want to encourage individuals to own their health and wellbeing.To do that,youll need data,youll need insight and youll need information.You also need to recognise that,within your colleague

166、population,you have similar traits which you can use to galvanise people into communities.Utilising these communities means your people can engage and be part of the solution,rather than waiting to be invited into taking part.39NICK DAVISONHealth and Wellbeing Strategist,previously Head of Wellbeing

167、 at John LewisEmployees motivated to improvetheir wellbeingHow important is it for you to reach your goals?The most common changes employees would like to make are in the areas of energy and weight management.Overall,42%want to boost energy levels and 41%want to lose weight.Other commonly cited area

168、s of focus include sleep,stress and activity.What is the COM-B model of behaviour?The COM-B model sets out three key components that will lead to successful behaviour change:capability,opportunity and motivation.If we look at the COM-B model of behaviour,we see the influence of capability on motivat

169、ion.If organisations can give their employees the capability for behaviour change,then they will increase the opportunity for behaviour change and therefore influence motivation.Here are three things to consider when creating capability:1.What are the wellbeing entry points for your employees?2.Do y

170、our employees have time to prioritise wellbeing?3.Is the working environment conducive to employees making a change?JAMIE DOUGLASGlobal Health and Wellbeing Lead at BabcockChanges and barriersTop 10 health areas employees would like to focus on40While your people are motivated to make improvements t

171、o their health,there are challenges to achieving better wellbeing.As an employer,you can support your people to navigate these obstacles.The most common barrier to improving wellbeing is lack of willpower,followed by lack of time,work commitments,family commitments and mental health.Time and willpow

172、er are barriers to improving wellbeing,so make it easier for your people to engage.Ensure your wellbeing services are accessible from one central location and make it easy to access support when its needed most.LAURA DALLASHead of Product at Champion Health As leaders,one of the most valuable things

173、 we can give our employees is five minutes to themselves.RYAN HOPKINSFuture of Wellbeing Lead at DeloitteTop 10 barriers to making health changes41Willpower at work:what does the evidence say?Low willpower can be due to low fuelSome researchers have proposed that brain cells working hard to maintain

174、 self-control consume glucose faster than it can be replenished.Action:Encourage your employees to make the right food choices(e.g.by offering nutritious food in the workplace).The influence of beliefs and attitudesThose who are driven by their own internal goals and desires-rather than external fac

175、tors like people-pleasing-are likely to retain more willpower.Action:Encourage colleagues to set personal goals based on their own internal motivations.Mood mattersA good mood can overcome some of the willpower depletion effects normally seen after exercising self-control.Action:Celebrate the wins a

176、nd engage with your colleagues regularly.Boost mood and youll boost willpower too.Its really interesting to see willpower being the top self reported barrier.I think this is positive though because it shows a level of self awareness which is really needed to take the first step of action.Something w

177、hich I think is really powerful is clearly communicating with your teams the different accountabilities each area of an organisation has.From your individual responsibility for self care,to your teams responsibility to exercise compassion and awareness,and the organisations responsibility to create

178、a safe environment for all.JAKE SANDERSGlobal Wellbeing Initiatives Lead at Phillip Morris International Since working in wellbeing I have found it interesting to overcome the willpower barrier when it comes to engaging colleagues.I feel 18 months ago people saw wellbeing as something they needed to

179、 engage with if they were struggling or in crisis.It is starting to move forward from that with more people seeing the importance of maintaining positive wellbeing.However,I feel that wellbeing is still seen as a nice to do by colleagues and something that is first to fall off the table when things

180、like time,willpower and other commitments are challenged.42STEVE BIRDWellbeing Manager at CurrysAmerican Psychological Association43HARRY BLISSCo-founder and CEO at Champion HealthLooking forwardAwareness into actionThis report summarises the immense challenges faced by your people.It shines a spotl

181、ight on the areas in which employees need the most focus and support.This includes rising levels of stress,greater financial pressure and increased incidence of thoughts of suicide and self-harm.But it also reveals the opportunity we all have to make a difference;this report shows that 98%of your pe

182、ople are motivated to improve their wellbeing.This must be celebrated.Its also important to highlight the amazing work that you and your colleagues have done to support your people.Ive had the pleasure of working alongside hundreds of passionate professionals that are going above and beyond for the

183、wellbeing of their colleagues.Whether thats by providing support for the menopause,mental health,or anything in between,so many of you are working tirelessly behind the scenes to build open and caring environments in which your people can thrive.The world is changing quickly around us.But we can all

184、 make a difference to the lives of our employees.Thank you for taking the time to read this report.Discover Champion Health Champion Health enables businesses like yours to thrive through our digital wellbeing platform.The platform empowers employees to improve their wellbeing through digital health

185、 assessments,personalised wellbeing action plans and tailored workplace health content.Meanwhile,your leaders will access the support,resources and insights they need to develop impactful,engaging,data-driven wellbeing strategies.Find out how you can support your people and generate record engagement.Book a demo now and discover Champion Health.hellochampionhealth.co.ukwww.championhealth.co.uk