Aunque no cabe duda de que aplicar programas de bienestar dentro de la empresa tendrá numerosos beneficios, tanto para las personas como para la organización, es importante valorar la inversión y analizar los datos resultantes de dichas iniciativas para poder comparar y extraer conclusiones que nos permitirán realizar cambios, si fueran necesarios, y obtener unos mejores resultados.

Para medir el impacto del bienestar laboral existen diferentes vías. Una de ellas es utilizar los indicadores o KPIs más adecuados relacionados con la productividad, niveles de felicidad, tasas de absentismo, clima laboral, ventas o costes de contratación, entre otros muchos.

Otra de las formas de analizar el ROI es conocer directamente la opinión de las personas que forman parte de la empresa, a través, por ejemplo de encuestas, focus group o espacios grupales de opinión y sugerencias.

Los datos de los KPIs los compararemos con los mismos KPIs utilizados posteriormente. Así podremos comprobar las transformaciones que se han producido en la empresa, gracias a las iniciativas puestas en marcha dentro del programa de Wellness Corporativo.

Según diferentes investigaciones realizadas por diversas instituciones o personas de reconocido prestigio, el ROI corporativo en los programas de bienestar empresarial puede suponer que:

• Los empleados a gusto con su trabajo sean un 12% más productivos (Estudio Happiness and Productivity, Universidad de Warwick).
• Los trabajadores felices trabajen de media 15 días más que un empleado con problemas de salud (Shawn Achor).
• El ROI puede alcanzar los 4,8 € por euro invertido en lo referente al absentismo y 5,9 € por euro invertido en costes por enfermedad (Red Europea de Promoción de la Salud en el Trabajo, ENWHP). Además, la motivación laboral puede lograr un aumento del ROI del 2% anual (Fred Luthans, Universidad de Nebraska).

Si quieres descubrir más datos interesantes sobre el ROI en los programas de bienestar empresarial puedes consultar numerosas estadísticas relacionadas con este tema en la web de Acces Perks.

Algunos datos y sus fuentes sobre costes de retención de talento y resultado de políticas de wellbeing.

• 51% de la fuerza de trabajo en EE.UU cambiaría de empresa (Gallup)

• La falta de retención de talento cuesta a las empresas entre $450 and $550 billones anualmente (The Engagement Institute)

• Esta falta de retención  de talento y compromiso con la empresa causa una brutal falta y disminución de productividad. De nuevo cuesta entre $450 y $500 billones al año (Mental Health America)

• About 70% of Americans are disengaged at work (Gallup)

• 16% of employees said they felt “connected and engaged” by employers (EmployeeChannel)

• 75% of American workers care deeply about the well-being of their employer and only 23% say they have full insight into how their organizations are actually doing (Kimble Applications)

• 46% of employees said they were not confident that the information provided by their employer regarding the overall health of the business is a fair representation of reality (Kimble Applications)

• Employees with a high confidence level in their company’s senior leadership are 5 times as likely to remain with their employer more than 2 years compared to employees with no confidence (Qualtrics)

• 31% of employees said that more transparency regarding the overall health of the business would allow them to better understand their employer’s goals (Kimble Applications)

• 23% of employees said that more transparency regarding the overall health of the business would cause them to be more motivated, and 14% would be less likely to take a competing job offer (Kimble Applications)

• It can cost 33% of an employee’s salary to replace him/her (HR Dive)

• 75% of the causes of employee turnover are preventable (HR Dive)

• 17% of companies investing in data-based HR technology are looking to reduce turnover (OutMatch)

• 60% of companies investing in data-based HR technology said they had average turnover rates of up to 20%, and 25% of the organizations had turnover rates of up to 50% (OutMatch)

• 63% of the workforce was engaged in 2016 (24% highly engaged, 39% were moderately engaged (Aon Hewitt)

• 42% of public school superintendents in the U.S. are engaged with their jobs (Gallup)

• 34% of employees say they plan to leave their current role in the next 12 months (Mercer)

• 44% of employees are happy in their current role (Hays)

• 40% of employees leave their job because they are unhappy with it (IBM)

• 20% of employees left their job because they were unhappy with the organization (IBM)

• 81% of employees would consider leaving their current role for the right offer (Hays)

• 16% of employees are actively seeking a new job (IBM)

• 56% of workers are planning to look for a new job in the next 6 months (PayScale)

• 46% of employees would accept another job if the opportunity arose (IBM)

• 19% of millennials and 8% of boomers are looking to exit their company (IBM)

• 58% of millennials reported that they intended to stay in their current role for fewer than three years (Red Brick)

  52% of millennials viewed the concept of employee loyalty as being overrated (Red Brick)

• 50% of millennials would consider another job opportunity even if they weren’t looking to leave (IBM)

• 84% of passive job seekers would think about leaving their current employer if another with an outstanding rating made a job offer (Energage)

• 41% of Gen X are happy in their role, 51% experience high or very high workplace pressure, and one-third say they are highly likely to consider leaving their current role (Hays)

• Baby Boomers are most likely to be satisfied in their current role (48%) and least likely to consider leaving (77%) (Hays)

• 32% of workers ages 18-35 say they can see themselves leaving their job within a year (Comparably)

• 24% of workers over 35 say they can see themselves leaving their job within a year vs 32% of millennials (Comparably)

• 27% of employees change jobs each year, 17% are actively job-hunting and 46% are passively looking (ADP)

• 51% of workers are looking to leave their current jobs (Gallup)
• The average American worker spends 15 months in one role (Glassdoor)
• 50% of employees say that are planning to stay at their current company for two years or less (Execu-Search)
• 42% of employees earning $75,000 or more intend to quit in the next 6 months (meQuilibrium)

• 3.2million people quit their jobs in October of 2017 (Robert Half)

• 68% of Millennials say the longest they would stay at a job they like is at least three years (Qualtrics)

• 28% of workers ages 18-35 say they can see themselves staying on for at least another two years (Comparably)

• 82% of millennials who work at independent insurance agencies are encouraging their friends and family to also get into the line of work (Vertafore)

• 67% of millennials who work at independent insurance agencies have been in the industry for three years or longer and plan to stay in the industry for as long as possible (Vertafore)

• 50% of referred employees stayed in their positions five years on average (SilkRoad)

• 86% of workers report they would expect to be happier at a job they were referred for (iCIMS)

• 35% of employees have changed jobs within the past three years; 91% of these left their company to do so (Gallup)

• 71% of workers said they are looking to change employers (Mental Health America)

• 54% of Americans say now is a «good time» to find a quality job (Gallup)
• 37% of engaged employees are looking for jobs or watching for opportunities, as are 56% of not engaged and 73% of actively disengaged employees (Gallup)
• 51% of U.S. workers overall (60% of millennials) are considering new employment opportunities (Gallup)
• 41% of millennials expect to be in their current job for two years or less (compared to 17% of Gen X and 10% of Boomers) (Job Applicator Center)
• 51% of Millennials are planning to leave their company in the next two years, compared to 37% of GenX and 25% of Boomers (Lightspeed)
• 44% of millennial leaders say they intend to stay at their same company for more than 15 years; 29% of non-millennial leaders said the same thing (The Conference Board)
• 73% of employees are open to hearing about new opportunities (TopResume)
• 13% of employees say they love their job and are not looking for other opportunities (TopResume)
• 87% of employees say they’re “highly committed” to their organization  (ReportLinker)
• 40% of millennials say they are “somewhat” committed to their employer (ReportLinker)
• 66% of older employees say they are “highly” committed  (ReportLinker)
• 59% of employees would leave their profession if they could (CareerCast)

• 26% of people said they would leave a traditional job to do freelance work (ReportLinker)

• 29% of people cited the freedom that comes from being your own boss as a reason they would leave a traditional job to do freelance work (ReportLinker)

• Millennials are 50% more likely to relocate and 16% more likely to switch industries for a new job than nonmillennials (LinkedIn)
• 11% of employees say they don’t love their job, but they’re not sure if it’s time to leave it (TopResume)
• 3% of employees say they’re unsure of their feelings toward their current job (TopResume)
• 18% of employees don’t feel confident that an employer will take care of them (Job Applicator Center)
• 46% of employees would consider a job that matched their current salary or even paid less (ADP)

• 28% of workers ages 18-35 said they were somewhat or very likely to share their salary with coworkers; only 12% of workers older than 40 said the same (Comparably)

• 27% of millennial workers ages 18-35 said their decision to discuss their salary with coworkers is dependent on the situation (Comparably)

• 22% of millennials ages 31-35 were somewhat or very likely to reveal their salary to coworkers (Comparably)

• 32% of workers were not likely to share their compensation details, and 22% said they would never do it (Comparably)

• Employees earn a 5.2% pay increase on average when changing jobs (Glassdoor)
• 62% of those with a postgraduate education say now is a good time to find a quality job (Gallup)
• 57% of those with an annual household income of $75,000 or more say it is a good time to find a quality job (Gallup)
• 49% of workers agree that their ability to find a new job has increased significantly over last year (Spherion)
• 56% of those who are employed say it is a good time to find a quality job (Gallup)
• 54% of those younger than 35 say it’s a good time to find a quality job versus 48% of those aged 35 and older (Gallup)
• A 10% increase in base pay increases the odds an employee will stay at the company by 1.5 percent (Glassdoor)
• 90% of millennials would choose to stay in a job for the next 10 years if they knew they’d get annual raises and upward career mobility (Qualtrics)
• 52% of employees feel confident their employer will repay them for their loyalty  (Job Applicator Center)
• 76% of employees who do not feel valued are looking for other job opportunities  (Lifeworks)
• 90% of executives said keeping new hires is an issue in their organizations (Korn Ferry)

• 17% of employees reported quitting a position because of a bad manager (Addison Group)

• 82% of employers would hire someone who had switched jobs in the past six months, 51% believe that job switchers are more motivated thanks to their desire for a fulfilling position, and 42% would be more likely to hire someone who made a career change rather than someone who hadn’t (Edology)

• 19% of executives said new hires, especially millennials, leave because they don’t like their organization’s culture (Korn Ferry)

• 47% of people actively looking for new positions say company culture is the main reason (Hays)

• 90% of millennials said they consider a company’s sustainability important, compared to 84% of GenX and 77% of Boomers (Lightspeed)
• 46% of HR pros list retention as their top challenge (Globoforce)
• 20% of employers have replaced nearly half of their staff in the last 12 months (Spherion)
• 78% of HR leaders are more concerned about the talent shortage today than they were a year ago (Spherion)

• 34% of employers said that talent scarcity is their greatest concern (Randstad)

• 65% of CFOs said finding skilled professionals to fill job openings was at least somewhat challenging (Robert Half)

• 63% of employers say they feel they have to pay workers more because the market is getting more competitive for talent (CareerBuilder)

• 71% of employers who currently provide fertility benefits report they do so to support inclusion and diversity goals; 59% are hoping to recruit and retain top talent; 49% are aiming to create a woman-friendly workplace (WTW)

• 68% of the human resource professionals say last year they experienced recruiting difficulty and skill shortages for certain types of jobs (SHRM)
• 36% of businesses see engagement as a top challenge (Globoforce)

• 88% of businesses plan to improve employee engagement in 2017 (Virgin Pulse)

• 95% of human resource leaders admit employee burnout is sabotaging workforce retention (Kronos)

• 87% of human resource leaders say improved retention is a high / critical priority (Kronos)

• 24% of CHROs say engaging and retaining employees is their biggest struggle (Korn Ferry)

• 34% of companies focus on developing and retaining current employees (American Management Association) 

• 71% of workers say the ability to provide for themselves and their families is what motivates them to do their job, followed by money (63%), and the ability to make a difference (38%) (CareerBuilder)

• 86% of C-suite leaders and 76% of senior management say corporate America is headed in the right direction, compared to 54% of staff-level employees (Addison Group)

• HR Leaders attribute 20-50% of their annual turnover to burnout (Kronos)

• HR leaders said the barriers to ridding the workplace of burnout include too many competing priorities (20%), a lack of executive support (14%) and outmoded HR technology (20%) (Kronos)

• 46% of human resource leaders say employee burnout is responsible for up to half of their annual workforce turnover (Kronos)

• 16% of HR leaders say a lack of budget is the primary obstacle to improving employee retention in the next 12 months (Kronos)

• 15% of HR leaders say a lack of funding is the biggest challenge to improving employee engagement (Kronos)

• Companies with more than 1,000 employees are 25% more likely to use software to measure employee engagement (Pomello)

• 14% of HR leaders say lack of executive support is an additional obstacle to improving retention in 2017; 13% cite a lack of organizational vision (Kronos)

• 50% of employees report feeling «neutral» or «disagreed» or «strongly disagreed» that the HR team made them feel more informed or engaged (EmployeeChannel)

• 78% of companies have a documented employee engagement strategy and nearly 50% measure success (Maritz Motivation)

• 62% of employers said that they would extend a counter offer in order to keep their best employees (Execu-Search)

• 55% of employees said that they would reject a counter offer from their current employer (Execu-Search)
• 60% of employers believe employees often hear about new job openings within the company, only about 30% of employees say they actually do (ADP)
• 83% of employees with opportunities to take on new challenges say they’re more likely to stay with the organization (ReportLinker)

• 65% of people think that freelancers are happier than other professionals (ReportLinker)

• 75% of small business employees are very or extremely happy working for a small employer (Aflac)
• 59% of small business employees say that what they respect most about their employer is that they provide a pleasant work environment (Aflac)
• 89% of employees age 71 and older say they are very or extremely happy working for a small employer, compared with 70% of workers ages 18 to 36 (Aflac)
• Top five reasons employees say they like working for small businesses: flexible scheduling (27%), seeing the fruits of their labor (23%), feeling their input matters (17%), being rewarded for hard work (14%) and getting noticed by people who matter (9%) (Aflac)
• 86% of small business employees say they know how their job fits into their employer’s long-term plans (Aflac)
• Employees who feel their voice is heard at work are 4.6 times more likely to feel empowered to perform their best work (Salesforce.com)

• Empowerment and voice was a contributor to a positive employee experience (17%) (Globoforce)

• Coworker relationships is a contributor to a positive employee experience (16%) (Globoforce)

• 49% of employees cited coworkers as a reason to stay over salary (48%), working conditions (46%) and job security (46%) (Ceridian)

• More than 50% of workers said they can’t perform their best if they aren’t satisfied at work, and another half said they would turn down a 10% wage increase to remain with a great manager (Ultimate Software)

• Employees who claim their managers regularly acknowledge them for good work are 5 times more likely to stay (Qualtrics)

• Employees who say their manager consistently helps them manage their workload reported they were eight times as likely to stay with their current employer (Qualtrics)

• 30% of employees strongly agree that their manager involves them in setting goals at work; those who strongly agree with this statement are 3.6 times more likely than other employees to be engaged (Gallup)

• Meaningful work is the single largest contributor to a positive employee experience (27%) (Globoforce)

• 78% of employees who say their company encourages creativity and innovation are committed to their employer (ReportLinker)
• 51% of employers say that using benefits to retain employees will become even more important in the next 3 to 5 years (MetLife)
• 26% of small-business employees would jump ship to a larger company if it meant better benefits offerings (Aflac)

• 51% of senior managers said they expect year-end bonus levels to be at least somewhat higher than 2016 (Robert Half)

• Employees prefer financial benefits, such as profit-sharing (40%), pensions (51%) and monetary bonuses (54%), and would be willing to change jobs to receive these benefits (Gallup)

• More than 60% of women say better health, dental and vision benefits would be taken into heavy consideration by women applicants compared to only 47% of men (Harvard Business Review)

• 80% of employees would choose additional benefits over a pay raise (Harvard Business Review)

• 77% of employees said their favorite type of holiday bonus is cash; 15% said paid time off; and 5% said gift cards (Express Employment Professionals)

• 75% of employees reported they’re more likely to stay with their employer because of their benefit program (WTW)

• 67% of millennials, 62% of gen x and 61% of baby boomers believe their employer’s benefit plans are competitive with those offered by other organizations (PwC)

• Employees who are engaged with their financial wellness program are likely to stay at the company (56%), stay or become healthy (50%) and remain productive in the office (45%) (Ernst & Young)

• 56% of employees say additional PTO would make them more loyal to an organization (Fierce)
• 42% of employed cancer patients and survivors feel they need to stay at their current workplace because they need health insurance (Cancer and Careers)

• 75% of workers say they’re loyal to their employers, but only 54% feel their company is loyal to them (CareerBuilder)

• 72% of employees say that having the ability to customize their benefits would increase their loyalty to their current employer (MetLife)
• 76% of millennials reported that benefits customization is important for increasing their loyalty, compared to 67% of baby boomers (MetLife)
• 62% of employees under 50 wouldn’t consider working for a company that didn’t offer voluntary benefits (BenefitsPro)
• 59% of employees say that health and wellness benefits are important for increasing loyalty to their employer (MetLife)
• 53% of employees said that financial planning programs are important for increasing loyalty (MetLife)
• 86% of employees said they’d stay with a company for at least five years if their employer helped pay down their student loans (American Student Assistance)
• State with the highest employee engagement: Alabama (37% of workforce); West Virginia is the lowest (21% of workforce actively disengaged) (Gallup)
• 71% of full-time state and local government workers are unhappy or disengaged with their jobs (Gallup)

• 38% of unhappy workers admitted to listening in on a private conversation, 5% to drinking alcohol, 15% to taking naps, 9% to helping themselves to coworkers’ food in the fridge, 40% playing pranks on coworkers, 5% to watching Netflix and 2% to using the company credit card for personal purchases (Randstad)

• Professionals admit they’re bored at work for about 10.5 hours a week (OfficeTeam)

• 28% of senior managers think employees are bored because they don’t feel challenged by their work (OfficeTeam)

• 24% of US businesses employing hourly workers say employee retention is their top problem (Deputy)

• 29% of hourly and 41% of salaried workers are completely satisfied with pay (Gallup)

• Salaried workers (65%) are more satisfied than hourly workers (50%) with vacation time (Gallup)

• Salaried workers (48%) are more satisfied than hourly workers (34%) with their retirement benefits (Gallup)

• Salaried workers (45%) are more satisfied with opportunities for promotion than hourly workers (35%) (Gallup)

• Salaried workers (55%) are more satisfied with recognition for accomplishments at work than hourly workers (46%) (Gallup)

• Feedback, recognition and growth are contributors to a positive employee experience (16%) (Globoforce)

• 60% of U.S. employees said their employer gave them a way to provide feedback about their own employee experience, but only 30% said their feedback was acted upon (Qualtrics)

• 60% of CFOs report that their workers are more engaged on the job compared to three years ago; 52% of CFOs believe this number is insufficient (Robert Half)
• Highly engaged business units result in 21% greater profitability (Gallup)
• Highly engaged business units realize a 41% reduction in absenteeism and a 17% increase in productivity (Gallup)
• Highly engaged business units achieve a 10% increase in customer ratings and a 20% increase in sales (Gallup)
• Teams that address engagement needs in their everyday work outperform bottom teams by an average 20% in sales and 10% in customer engagement (Gallup)
• 44% of Millennials say they would be more loyal to their organization if their CEO took a public position on a hotly debated issue; 19% say they would be less loyal if their CEO spoke out (Weber Shandwick)
• 16% of Gen Xers and 18% of Boomers would be more loyal if their CEO spoke out about a hotly debated issue; 18% and 20%, respectively, would be less loyal (Weber Shandwick)

• 60% of employees would take slightly less pay for an empathetic employer, and 77% would even work longer hours (Businessolver)

• 98% of HR professionals and 92% of employees surveyed said empathetic employers drive retention (Businessolver)
• 92% of employees say showing empathy is an important way to advance employee retention (Businessolver)
• 49% of employees would describe their organization as empathetic (Businessolver)
• 80% of employees would work more hours and 60% would take a pay cut to work for a more empathetic employer (Businessolver)

• 71% of employees would take a pay cut for their ideal job (Hays)

• 21% of employees would take a 10% pay cut to work in a nicer workplace (Staples)

• 66% of employees agree employers should express empathy through benefit packages, rather than corporate social responsibility (CSR) programs (Businessolver)
• 53% of HR professionals say employee engagement rises when onboarding is improved (SilkRoad)
• 28% of new hires are willing to quit their new jobs if they don’t find it satisfactory in the first 90 days (Robert Half)
• 98% of executives say onboarding programs are a key factor in retention efforts (Korn Ferry)

• 76% of HR leaders said their onboarding processes are underutilized and another 24% didn’t even have an onboarding strategy (Kronos)

• 33% of employers who have raised educational requirements have seen a positive effect on employee retention (CareerBuilder)
• 80% of HR leaders think their organizations will be affected by scarcity of talent this year (Randstad)
• 45% of employees would feel more engaged with their job if their employer helped them better understand the impact of taxes and deductions (Kronos)
• 80% of employees felt more engaged when their work was consistent with the core values and mission of their organisation (IBM)
• 41% of employees strongly agree that they know what their company stands for and «what makes it different from competitors.» (Gallup)
• A 10% improvement in employees’ connection with the mission or purpose of their organization would result in a 12.7% reduction in safety incidents, an 8.1% decrease in turnover, and a 4.4% increase in profitability (Gallup)

• The cost to employers was $14,900 for every hiring error last year (CareerBuilder)

• Losing a good hire costs on average $30,000 (CareerBuilder)

• Two-thirds of workers say they accepted a job offer only to realize later that the company was a bad fit (CareerBuilder)

• 30% of workers strongly agree that at work, their opinions seem to count- by moving this to 60% of employees, organizations could realize a 27% reduction in turnover, a 40% reduction in safety incidents and a 12% increase in productivity (Gallup)

• 30% of employees who work from home are engaged (Gallup)

• 68% of recruiters and 53% of employers say candidates ask for work from home options “somewhat often” to “very often”. In addition, more than half of candidates say remote work is important when they’re considering their job options (MRINetwork)

• 74% of workers said they would quit their current jobs to work for an organization offering remote-work options (Softchoice)

• Companies that support remote work have 25% lower employee turnover than companies that don’t (Owl Labs)

• 38% of millennials ages 18-35 say they plan to start their own company in the next five years (Comparably)

• It takes 4.5 weeks to fill a staff-level IT job (Robert Half)

• Among IT professionals who plan to leave, 75% are looking for a higher salary (Spiceworks)

• The average tenure for CMOs at major consumer brands is 42 months (Spencer Stuart)

• 53% of employee-owners ages 28-34 have longer tenure at their current jobs (NCEO)

• 91% of employees say implementing pet-friendly policies would increase company loyalty (Banfield)

• 40% to 60% of workers are in declining jobs (Pearson)

• One in ten workers are in growing occupations (Pearson)

• Seven in ten workers are in uncertain jobs, but can be prepared for the future (Pearson)

• One third of employees at U.S. companies (with more than 1,000 employees) are currently looking for new jobs, with 86% citing their company’s broken processes as a driving factor behind the decision (Nintex)

• 67% of employees believe their company’s broken processes prevent them from maximizing their potential (Nintex)

• 35% of Gen X employees are actively job hunting (Nintex)

• 63% of employees who say processes for advancement are not clearly defined are looking for new jobs (Nintex)

• HR professionals and others involved in people management were 37% more likely to find work elsewhere and leave their current position than those in other job categories (Culture Amp)

• The best single indicator of employee churn was workers’ responses to the statement: “I see myself still working at my company in two years time.” Respondents who strongly disagreed with this statement were 136% more likely to churn than the average worker; those who disagreed were 100% more likely to churn; and those who gave a neutral response were 36% more likely to leave for another position (Culture Amp)

• Employees with 3-6 months on staff were 19% more likely to churn than those with less than 3 months tenure (12%), and workers ages 18-24 were 40% more likely to leave for another job (Culture Amp)

• 95% of HR professionals said predictive analytics would help their hiring and development efforts, but only a third can access the technology (OutMatch)

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El principal problema de esta afirmación y del reconocimiento por parte de la OMS es que es una situación ya muy extendida cuando hemos llegado a este punto. Sin duda, es importante poner remedio, en el ámbito personal y en el profesional (no se puede separar y esperar que un área no afecte a la otra). Produce un gran impacto negativo social y grandes costes laborales y sociales.

Con una formación de base en prevención y estrategia de hábitos adaptados a las exigencias actuales de vida no solo ahorraríamos mucho, agentes sociales y empresas, sino que las personas mejoraríamos increíblemente nuestra calidad de vida.