深度-怡安翰威特-2021年全球福利调查报告（英文）-2021.6-40页_3mb

2021 Global Wellbeing Survey Summary

Core Content

The 2021 Global Wellbeing Survey, conducted by Aon in partnership with IPSOS, aimed to explore how employers worldwide are addressing employee wellbeing and its impact on company performance. The survey included responses from 1,648 companies across 41 countries and 25 languages, with data weighted to represent a statistically significant sample globally and regionally.

Main Themes

The survey identified four key themes that define the relationship between employee wellbeing and company performance:

1. Wellbeing Performance Impacts Company Performance

   • Wellbeing is not just a set of programs but a comprehensive strategy that affects multiple business outcomes.
   • Improvements in wellbeing lead to better customer satisfaction and retention, which are vital for business resilience and growth.
   • A predictive analytical approach was used to show how wellbeing variables are interconnected with business outcomes.

2. Company Performance is at Risk Due to Stress, Burnout, and Anxiety

   • Stress and burnout are significant risks to productivity, health, and employee retention.
   • These issues are exacerbated by the pandemic, social unrest, and economic changes.
   • Emotional wellbeing is now recognized as a critical component of health, safety, and talent management.

3. Wellbeing is More Than Programs, It is a People and Performance Strategy

   • A successful wellbeing strategy must be integrated into corporate culture and values.
   • Culture is the foundation of wellbeing programs, influencing both employee engagement and business performance.
   • Leadership support and buy-in are essential for creating a sustainable wellbeing strategy.

4. The Future of Work is Flexible Working Styles and Organizational Resilience

   • Remote work and flexible policies are becoming more prevalent and are linked to improved emotional and work life balance.
   • Organizational resilience is key to managing the challenges of the modern workforce, including burnout and mental health issues.

Key Findings

Global Overview

• 82% of organizations globally consider employee wellbeing important.
• 55% of companies have a wellbeing strategy in place, but only 32% plan to prioritize it in the next three years.
• Wellbeing is now a business imperative, not just an optional benefit.

Wellbeing Dimensions

• 70% incorporate physical wellbeing into their strategy.
• 67% include emotional wellbeing.
• 65% include social wellbeing.
• 54% incorporate financial wellbeing.
• 68% include career wellbeing (work life).

Cultural Impact

• Company culture is the top driver in developing a business case for wellbeing.
• Poor culture can undermine even the best wellbeing programs.
• A culture of wellbeing is a permanent change, not a one-off initiative.

Leadership and Engagement

• 89% of companies agree that the CHRO is the biggest supporter of wellbeing initiatives.
• 78% of companies consider the CEO the next most engaged executive.
• Employee engagement is the number one business issue impacted by wellbeing initiatives, yet only 44% of firms value the return on investment (VOI).

Regional Insights

Barriers to Wellbeing Initiatives

• 42% of companies prioritize other issues over wellbeing.
• 27% of employers cite lack of leadership support as a barrier.
• 39% of APAC companies lack data to justify wellbeing initiatives.
• 40% of APAC companies cannot measure the results of wellbeing programs.

Impact on Business Outcomes

Conclusion

The survey emphasizes that wellbeing must be integrated into corporate strategy and culture. It is not just about programs and tools but about creating a supportive, resilient, and flexible work environment that aligns with employee needs and business goals. With the right approach, wellbeing can significantly enhance company performance, employee engagement, and customer satisfaction.