‘Health is wealth.’ Companies in the 21st century are embracing this philosophy in their human resource management strategy. Increasingly, the focus on health and wellness by the government around the world has added zeal to this philosophy. Furthermore, the explosion of digitalization and social media, all have added fuel to the fire.
The programs now cover holistic wellness, such as emotional, social, financial and physical health. Employers focus on their teams’ holistic well- being in the belief that a healthy workforce leads to a more efficient and productive organization. Over the past two decades, wellness programs have moved from the annual grippe vaccination and sports game to providing time for exercise, providing eating areas on site, holding “walk and talk” meetings, and health education and training. Research has also found a positive correlation between fostering overall well being for the workforce and increase happiness quotient.
Wellness programs in their relative infancy are seen more as a means to reduce health care costs—wellness programs are a way to attract and retain better talent. The transition of the wellness programs from ‘nice-to-have’ to a strategic human capital management tool shows the importance of the companies’ commitment to health and wellness. These changes also reflect the difference in the shift in the policies of the government.
Companies across different industries are undergoing digital transformations. They are taking advantage of this shift, through wearable devices and apps by enhancing employee experience and collecting data of their performance. These insights help them shape their management strategy. Heart of this digital shift is building the culture of health and wellness in the company. The real action is in doing; this requires that companies and their human resource executives run the wellness and health programme effectively by implementing these crucial points into their programmes.
Successful leaders practice what they preach. To build a wellness culture, leaders have to immerse themselves in the spirit of wellness and health. They also have to involve other senior executives from different departments and grassroots level support to give life to the wellness programme.
Finally, executives should take full advantage of technology to assess employees, track and scale their performance.