Key statistics and findings on well-being and resilience training in the workplace.

References are at the end.

Robertson et al. (2015) – ‘Resilience training in the workplace from 2003 to 2014: A systematic review’: ‘Findings indicated that resilience training can improve personal resilience and is a useful means of developing mental health and subjective well‐being in employees. We also found that resilience training has a number of wider benefits that include enhanced psychosocial functioning and improved performance.’
Charlotte Frost, benefits and wellbeing manager, Schroders:

‘Health and wellbeing programmes are increasingly seen as an indicator of a caring and responsible employer, supported by growing evidence that an employee’s health and wellbeing is linked to increased engagement, loyalty, productivity and reduced absenteeism/presenteeism.’

‘According to the government’s Thriving at Work: a review of mental health and employers report in October 2017 poor mental health among employees is costing employers between £33 billion and £42 billion. UK employers bear much of the burden of the costs of ill-health in general, and HR needs to have a better grasp of which particular interventions help mitigate these costs.’
Claire Hallmey, health and wellbeing manager, Oracle:

‘We believe passionately in employee wellbeing. Not only has it saved us over £1 million but it’s seen employee engagement multiply year on year…Our strategy focuses on preventative health behaviours, proactive, effective interventions and financial protection to cater for every part of the health and wellbeing journey of the workforce.’

Respondents say they use well-being strategies to:

  • increase employee engagement (29.7%)
  • improve organisational culture (23.4%)
  • improve employee value proposition (12.6%)
Boards are most concerned about prioritising:

  • mental well-being (59.7%)
  • physical well-being (19.5%)
  • long-term physical health conditions (10.9%)
‘Just over a third of respondents provide training for line managers to help them support and promote employee wellbeing. And just a third (34.3%) of this group make this training mandatory for line managers to complete.

‘To use wellbeing strategies as a lever for improving employee engagement and organisational culture, line managers must be fully involved.’

‘Just one in six respondents have a defined mental health strategy in place although over a third (36.5%) say they are planning to introduce such a strategy in the next 12 months. A further quarter (26.1%) plan to have a strategy in place by 2020…The real significance of this spend is calculating the return per pound spent. Where wellbeing is a true business strategy the return is multiples of what is invested.’

References:

Brown, G. (Ed. Evans, R.), 2018. Employee Wellbeing Research 2018: How employers, CEOs and government are driving new agendas. Reba Group Ltd, London: UK.

Brown, G. (Ed. Scott, A.), 2017. Employee Wellbeing Research 2017: The evolution of workplace wellbeing in the UK. Reba Group Ltd, London: UK.

Mountford, N. (2018). Measuring mental health intervention ROI. UK: HR magazine. Accessed 30th Nov 2018: https://www.hrmagazine.co.uk/article-details/measuring-mental-health-intervention-roi

Robertson, I. T., Cooper, C. L., Sarkar, M., & Curran, T. (2015). Resilience training in the workplace from 2003 to 2014: A systematic review. Journal of Occupational and Organizational Psychology, 88 (3), 533–562. https://doi.org/10.1111/joop.12120