What is the Best Way to Deploy and Communicate Well-being Efforts?

Like many other aspects of workplace culture and technology, the COVID-19 pandemic disrupted how organizations communicate and execute on their wellness and well-being strategy. It was about time that this area of HCM received some attention, as the methods currently used (top-down communication and newsletters) were not sustainable in a digitized workplace. 

How does your organization incorporate employee well-being into its everyday practices? 

The biggest challenge that many organizations face is that the methods traditionally used to deploy and communicate well-being programs relied on employees working in the office or using outdated technology. The modern workforce demands self-service, on-demand technology and communication, and isn’t being given that level of accommodation when it comes to most well-being programs. 

Measurable business results from well-being efforts go beyond reducing risks. To achieve full positive outcomes, however, well-being efforts must be communicated and recognized, and properly accessible to all interested parties. To be done properly at scale, this will require technology that is dedicated to well-being and the communication of benefits. When that is done correctly, major differences between organizations that practice well-being and those that do not can be identified. 

Which business results can your organization tie to well-being efforts? (Top 3) 

To provide their employees with the wellness and well-being they need, organizations must first decide what their business needs are and how those well-being efforts support that. Key questions organizations should address include: 

  • Who are the people responsible for well-being efforts and how are they held accountable for their success? 
  • How will you measure the impact of wellness and well-being on business metrics? 
  • What tools and technology are in place to support well-being efforts, in terms of communication and execution of programs? 
  • What will be the ultimate business impact of improving wellness and well-being efforts at your organization? 

Communicate Well-being Using a Variety of Methods and Tools

Although the majority of organizations use top-down methods of communicating well-being efforts, through newsletters and leadership modeling, the modern workforce needs a wider array of methods for receiving well-being programs and updates. With the rising number of people working remotely, this is of greater importance but it was already becoming necessary because of cultural changes and the increased digitalization of all organizations. 

Understand the Components of Well-being and Communicate Accordingly 

Employee wellness and well-being programs can be grouped into three main categories: physical health and wellness, mental health and social needs. In this last category, many organizations are realizing how difficult it is to provide employees with what they need in remote environments. Privacy and security play a role in this challenge, but it also comes down to understanding the needs of employees who may not know what they need without being able to self-assess, which is where organizations come in by communicating the tools available to those employees. 

Find Technology that Is Specifically Tailored for Well-being 

An end-to-end HCM platform that can support wellness and well-being regardless of location is acutely necessary in the post-pandemic world. There are well-being solutions that are offered as stand-alone products, and well-being modules and add-ons exist for most of the major HCM suites. However, trying to adapt technology that is not designed to communicate well-being can be ineffective because of privacy and self-service concerns. 

Decide on the Appropriate Metrics for Well-being 

There may be many ways to measure the impact of well-being efforts, but without consistent agreement on what success looks like, many organizations will struggle to determine if they are receiving the best return-on-investment possible. Find the appropriate metrics that apply to the majority of departments and stakeholders, then settle on those that are tied to the business as a whole — and its goals.

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Mike Cooke



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Mike Cooke

Chief Executive Officer of Brandon Hall Group Mike Cooke Prior to joining Brandon Hall Group, Mike Cooke was the Chief Executive Officer and co-founder of AC Growth. Mike held leadership and executive positions for the majority of his career, at which he was responsible for steering sales and marketing teams to drive results and profitability. His background includes more than 15 years of experience in sales, marketing, management, and operations in the research, consulting, software and technology industries. Mike has extensive experience in sales, marketing and management having worked for several early high-growth emerging businesses and has implemented technology systems to support various critical sales, finance, marketing and client service functions. He is especially skilled in organizing the sales and service strategy to fully support a company’s growth strategy. The concept of growth was an absolute to Mike and a motivator in starting AC Growth, in order to help organizations achieve research driven results. Most recently, Mike was the VP and General Manager of Field Operations at Bersin & Associates, a global analyst and consulting services firm focused on all areas of enterprise learning, talent management and talent acquisition. Tasked with leading the company’s global expansion, Mike led all sales operations worldwide. During Mike’s tenure, the company has grown into a multi-national firm, conducting business in over 45 countries with over 4,500 multi-national organizations. Mike started his career at MicroVideo Learning Systems in 1992, eventually holding a senior management position and leading all corporate sales before founding Dynamic Minds. Mike was CEO and Co-Founder of Dynamic Minds, a custom developer of software programs, working with clients like Goldman Sachs, Prentice Hall, McGraw Hill and Merrill Lynch. Also, Mike worked for Oddcast, a leading provider of customer experience and marketing solutions, where he held a senior management position leading the company into new markets across various industries. Mike also serves on the Advisory Board for Carbon Solutions America, an independent sustainability consulting and carbon management firm that specializes in the design and implementation of greenhouse reduction and sustainability plans as well as managing the generation of carbon and renewal energy and energy efficiency credits. Mike attended University of Phoenix, studying Business Administration and Finance. He has also completed executive training at the Chicago Graduate School of Business in Chicago, IL.