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Why You Should Have a Wellness Program

According to a recent study, employers can benefit from having a Wellness Program in many ways. The study looked at medium-sized and large organizations and found that:

  • Recruitment and retention of healthy employees increased by over 30%
  • Healthcare costs were reduced by 45%
  • Decreased rates of illness & injuries resulted in a decrease of over 15% of lost time
  • 12% Reduced employee absenteeism
  • 10% Improvement in employee engagement and morale
  • 33% in Increased productivity

Wellness programs can be costly but there is significant return on investment that should not be discounted.


E. Samadhin

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Diversity Matters

If your organization does not have a Diversity & Inclusion (D&I) strategy then you’re missing out on significant value-add to the business. Recent studies have suggested that only about 67% of large companies in North America have D&I strategies and programs so there is much work still to be done. Having a workforce that reflects the customers you serve can be of vital importance and ultimately impact your bottom line. People of varied backgrounds bring differing perspectives to work which can cultivate employee engagement, innovation, creativity and more.


E. Samadhin

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Four Ways to Initiate Leadership Potential in Your People

1. See potential as more than black and white.
Everyone has the ability to lead and excel, labeling people as either having or not having potential is not productive. While not everyone may be destined for a specific role, most people have the capability to lead specific projects or expand their role in some way. Take time to think about what you’re actually working with, don’t label people.

2. Get more people involved.
It’s easy to rely on top performers to take the lead on everything. Managers often fail to realize that this causes your top performers to burn out. Involving more people in important projects will help you identify the potential of all of your employees. Skill recognition across your team is essential for designating tasks.

3. Value all forms of leadership.
Leadership can look very differently on certain individuals. Some leaders may have a laid back approach and therefore appear less assertive. It is important to respect and recognize different leadership styles that might be better suited for certain individuals.

4. Search for leadership styles that are different than your own.
Are you unconsciously looking for individuals with similar leadership styles to your own? Accepting and bringing in individuals with varying leadership styles will add diversity and value to your team. It is important to surround yourself with people who are different from you and respect that fact that your team requires minds that don’t always think alike.

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The Employee Experience & the Future of Work

Understanding and improving the employee experience is critical for companies operating in a highly competitive global economy. Providing an engaging experience will help companies succeed in attracting and retaining skilled employees. A strong employee experience also drives a strong customer experience.

The challenge of creating such an environment is not getting any easier. Productivity in the United States is rising by only about 1 percent annually, even as employees are working more hours. Research shows that the average vacation time taken is down to 16 days in 2016 from 20 in 2000, putting even more pressure on employees seeking a healthy work-life balance.
Companies need a new approach—one that builds on the foundation of culture and engagement to focus on the employee experience holistically, considering all the contributors to worker satisfaction, engagement, wellness, and alignment.
HR and business leaders face both the demand and the opportunity to rethink the roles, structure, tools, and strategy they use to design and deliver an integrated employee experience. Newer models tend to address a variety of issues: meaningful work, the purpose of the organization, employee talent development and growth, rewards and wellness, the work environment, fairness and inclusion, and authenticity among management and leadership.

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