"We would also consider workplace metrics like sick time used, turnover rates, the amount of overtime used, insurance data - this is important not only in terms of financial cost, but in the costs to the business of sick or otherwise unwell employees in the workforce," Albrecht says.
These can all be tied back to business metrics and outcomes, which can prove the point to leadership about the benefits of a well workforce, he says.
"Business metrics like customer experience, or same-store sales year-over-year, or in IT, things like software releases -- tracking these in correlation with wellness can help satisfy human resources as well as reach the CFO and CEO with metrics that are tied to business results. Well-being means an engaged workforce, and an engaged workforce means better business outcomes," he says.
In the future, Albrecht says employee engagement as it relates to well-being will be the only metric CEOs will worry about. As organizational support for well-being increases, workforce management will evolve to focus on that as the number-one gauge of an organization's health.
"Engagement will give way to employee well-being; that's a higher-order concept on the hierarchy of needs. If you do a great job at well-being, you won't have to put so much effort into engagement and other workforce management initiatives -- it'll take care of itself," he says.
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