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1、Thriving Workplaces:How Employers can Improve Productivity and Change LivesI N S I G H T R E P O R TJ A N U A R Y 2 0 2 5In collaboration with McKinsey Health InstituteImages:Getty ImagesDisclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or

2、interaction.The findings,interpretations and conclusions expressed herein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or othe

3、r stakeholders.Case studies were shared by third-party sources that are responsible for the accuracy of the data 2025 World Economic Forum.All rights reserved.No part of this publication may be reproduced or transmitted in any form or by any means,including photocopying and recording,or by any infor

4、mation storage and retrieval system.ContentsForeword 3Executive summary 4Introduction 5Briefing 1 The case for investing in employee health 6Briefing 2 Current status of healthy workforces 13Briefing 3A Creating a healthier workforce:measuring the impact 23 of investing in a healthy workforceBriefin

5、g 3B Creating a healthier workforce:developing an action 31 plan with new mindsets and structural interventionsConclusion 36Contributors 37Endnotes 38Thriving Workplaces:How Employers can Improve Productivity and Change Lives2ForewordShyam Bishen Head,Centre for Health and Healthcare;Member of the E

6、xecutive Committee,World Economic ForumLucy Prez Senior Partner,McKinsey&Company;Affiliated Leader,McKinsey Health Institute Thriving Workplaces:How Employers can Improve Productivity and Change LivesJanuary 2025Workforce health and well-being are pivotal to economic vitality and societal prosperity

7、.As burn-out rates rise,chronic diseases become more common and people work longer,there is an urgent need for organizations,policy-makers and stakeholders to prioritize employee health.The economic imperative is clear:investing in employee well-being can substantially improve returns,enhance produc

8、tivity,reduce healthcare costs and foster a resilient and engaged workforce.Analysis by the McKinsey Health Institute finds such investment could yield up to$11.7 trillion in global economic value.Such transformation,however,cannot be made by organizations working in isolation;it requires collaborat

9、ive effort across the public and private sectors.This report highlights the benefits triggered by investing in employee health.It reveals the current state of workforce health and well-being,suggests a practical approach for creating healthier work environments and identifies cases in which organiza

10、tions have made a measurable impact.It also advocates for a strategic,data-driven approach to employee health that can measure impact and guide interventions.By embedding health into organizational culture and aligning it with broader business goals,leaders can ensure that good health benefits emplo

11、yees,their families,communities and the economy.The path forward is clear:looking after the health of employees positively impacts the performance of organizations,the future of work and the development of economies and societies.Everyone has a role to play in creating and demanding a healthier work

12、place,but radical health transformation at an individual or organizational level cannot happen overnight.As basketball coach John Wooden once said,“Do not let what you cannot do interfere with what you can do.”Thriving Workplaces:How Employers can Improve Productivity and Change Lives3Executive summ

13、ary Investing in holistic employee health can create almost$12 trillion in global economic value.As the world grapples with rapid technological advancements,demographic shifts and evolving work paradigms,it is vital to invest in employee health.Why prioritize workforce health?Investing in employee h

14、ealth can substantially increase economic returns.Research indicates that enhanced employee health and well-being could generate up to$11.7 trillion in global economic value.Organizations that prioritize health often see marked improvements in productivity,reduced absenteeism,lower healthcare costs

15、and heightened employee engagement and retention.They are better placed to adapt to increased regulatory pressures on workplace health and safety standards and withstand greater focus from investors and the public on how organizations are meeting environmental,social and governance criteria.Moreover

16、,a healthier workforce is a more resilient and adaptive workforce,more capable of navigating the uncertainties and challenges of a rapidly changing world.What is the current state of workforce health?Work can and should enhance health,yet it is not doing so for a sizeable proportion of employees.In

17、a McKinsey Health Institute survey of more than 30,000 employees worldwide,only 57%reported good holistic health(an integrated view of an individuals mental,physical,spiritual and social functioning),1 with important differences in holistic health and burn-out symptoms found across different industr

18、ies and demographics.For example,employees who are women,LGBTQI+,younger or neurodivergent,or who report lower education levels or poor financial status,tended to report poorer employee health outcomes than their counterparts in the survey.This underscores the need for tailored interventions to addr

19、ess and prevent health challenges and tackle the workplace factors that contribute to them.How can organizations address workforce health?Although there is no one-size-fits-all approach,given that each organization is different and employees have varying needs,there are six“evergreen”,evidence-based

20、 principles for employers seeking to make a positive impact:understand the baseline health status of employees and the value at stake,develop initiatives for a sustainable healthy workforce,pilot interventions to test and learn,track three to five metrics to measure success,ensure leadership commitm

21、ent and sponsorship,and embed employee health into organizational culture.These actions seem simple but are often hard to put into practice.Many organizations do not currently see or cannot measure the benefits of their current investments in employee health.They also dont allocate resources in the

22、most effective way often,the issue is not how much is being invested but the type of investment being made.Rather than solely addressing the poor health of individual employees,developing a healthy workforce means taking a portfolio approach addressing ill health and promoting good health;supporting

23、 individuals;and creating healthier teams,jobs and organizational environments.By making work a place that improves health,organizations can build a strong,productive and engaged workforce and release greater individual and organizational potential.The choice to demand a healthy workplace is one eve

24、ry employee and investor can make.Thriving Workplaces:How Employers can Improve Productivity and Change Lives4IntroductionThere is an urgent need to improve employee health.Stakeholders who take immediate action will reap substantial benefits.Health is“more than the absence of disease or infirmity”,

25、as the World Health Organization(WHO)puts it.Modern concepts of health include mental,physical,spiritual and social function.2 Today,more than 3.5 billion working adults each spend roughly 90,000 hours(or about 45 years)3 of their lives at work.4 This underscores the workplaces potential to profound

26、ly influence health not just for the benefit of employees but also for their families and the communities in which they live.Several trends are impossible to ignore:more people working than ever,an ageing population living and working longer and escalating levels of burn-out.5 The current state of t

27、he workforce,coupled with these trends,demands a rethink of employee health to avoid a potential crisis for health and business.A healthy workforce is not just a matter of corporate and societal responsibility;it is a strategic necessity and a substantial business opportunity.The reality that leader

28、s face is stark:failing to prioritize employee health risks creating a sicker,unhappier and less productive workforce,burdened with higher healthcare costs and diminished productivity.The good news is that,conversely,the path to a healthier workforce can yield substantial returns for executives,inve

29、stors,policy-makers and other stakeholders,including more robust organizations,vibrant communities and,ultimately,a healthier society.Guidance for developing a healthy workforceThis report is a call to action for leaders to recognize that the health and well-being of their employees is critical to t

30、he future success and sustainability of their organizations.While small actions taken today can build towards substantial impact tomorrow,many stakeholders are uncertain how to make the required changes in the most effective way.This report is structured to guide stakeholders on this journey,with th

31、e aim of helping them feel empowered and enabled to act.The first chapter outlines the case for investing in a healthy workforce,and the second delves into the current state of employee health and well-being globally,looking at how health varies by industry and by demographic group.The final chapter

32、s focus on measurement and first steps and are particularly geared towards executives,providing leaders with the tools and strategies necessary to implement effective health initiatives.Thriving Workplaces:How Employers can Improve Productivity and Change Lives5The case for investing in employee hea

33、lth Briefing 1Investing in a healthy workforce delivers measurable performance gains and benefits for organizations and communities.Thriving Workplaces:How Employers can Improve Productivity and Change Lives6The workplace needs to foster holistic employee healthCompanies of all sizes are entering a

34、period in which it is essential to manage human capital with the same level of discipline as financial capital as part of their total business strategy.Globally,more than 3.5 billion people will each spend approximately 90,000 hours,or about 45 years,of their lives at work,6 representing a major opp

35、ortunity for employers to nurture the good health of a substantial proportion of the worlds population.Improved health benefits individuals,their families and broader society,as well as the organizations for which they work.This briefing describes why investing in workforce health can boost organiza

36、tional performance,enhance employee outcomes and offer a substantial return on investment.There is a clear investment case for improving employee health and well-being The world is changing people are living and working longer,and their roles are evolving due to shifts in demography,advances in tech

37、nology,globalization,and geopolitical and climate risks.For example,non-communicable diseases(NCDs),such as cardiometabolic diseases,cancers,substance use,and mental and neurological conditions account for 69%of todays global disease burden.In the next 15 years,most of the disease categories predict

38、ed to rise will be NCDs,with age-related diseases such as kidney diseases increasing the most.7 Furthermore,the COVID-19 pandemic created a shift in working trends,launching many organizations into the world of remote work.8 It also accelerated and exacerbated long-standing corporate challenges to e

39、mployee health and well-being,in particular employee mental health,with reports of burn-out rising to almost one in four.9 Many employers started to actively support and promote brain health not only to address burn-out but also because analytical thinking,a key marker of positive brain health,is on

40、e of the most sought-after skills by employers.10 The evolution in lifespan,age-related diseases,what we work on and how we work will require people to be in better physical and mental health for longer and be more resilient and adaptable to change.The McKinsey Health Institute estimates that invest

41、ing in holistic employee health could generate between$3.7 trillion and$11.7 trillion in global economic value.11 This equates to approximately$1,100 to$3,500 per person,or 17%to 55%of average annual pay.This estimate includes the impact of reduced attrition,12 absenteeism13 and presenteeism,14 as w

42、ell as improved employee productivity,15 attraction and retention.The direct costs of medical treatments have been excluded because public,private and employer-sponsored insurance options vary by country.The biggest potential benefits come from enhancing productivity and reducing presenteeism,estima

43、ted to be worth$2 trillion to$9 trillion.This is between 54%and 77%of the total opportunity identified(Figure 1).Many organizations substantially underestimate these potential benefits.For example,companies may struggle to quantify the costs of presenteeism,in which employees are not working at thei

44、r full potential,and instead focus their investment cases on reducing direct costs,such as attrition and absenteeism,which are more easily measurable.Yet attrition and absenteeism are estimated to account for only between one-eighth and one-quarter of the total opportunity.Estimated total opportunit

45、y value created by initiatives that improve specific aspects of employee health and well-beingFIGURE 1:$900$300Low rangeHigh rangeAttritionTotal direct costs of poor employee well-beingTotal benefits created through good well-beingAbsenteeismPresenteeism and productivityRetentionAttraction$600$2,100

46、$400$300$600$600$300$9,300Note:All figures in$billionsSource:McKinsey Health Institute analysisThriving Workplaces:How Employers can Improve Productivity and Change Lives7All economies benefit from improving the health of workforces,but the distribution of value varies The case for investing in empl

47、oyee health and well-being applies beyond high-income countries.Investment in employee health could boost global GDP by between 4%and 12%,with high-and middle-income countries each contributing roughly half of that total(2%to 5%)(Figure 2).16 However,average salaries are lower in middle-income count

48、ries,so analysis suggests that these countries have up to four times as many employees who would benefit an estimated 2.5 billion employees compared to 636 million employees in high-income countries.17 The data on low-income countries was insufficient to reliably estimate the value at stake or the t

49、otal number of employees potentially affected,but there is little doubt that employees in these economies would also benefit from workplace investment in health.Within low-and middle-income countries (LMICs),non-communicable diseases(such as cancer,cardiovascular disease and diabetes)meaningfully in

50、fluence employee health,well-being and productivity.Premature deaths due to non-communicable diseases account for 80%of deaths in LMICs.18 With limited financial security provided by the state and greater pressure on workers to maintain a stable income and afford healthcare,workplaces in LMICs have

51、a significant opportunity to support good employee health.Total economic value opportunity of investing in healthy workforces in high-,middle-and low-income countriesFIGURE 2AlleconomiesHigh-incomeeconomiesMiddle-incomeeconomiesLow-incomeeconomies2AlleconomiesHigh-incomeeconomiesMiddle-incomeseconom

52、iesLow-incomeeconomies2Low rangeHigh rangeNotes:1.Costs associated with implementing health and well-being interventions not included in calculation,2.Low confidence in current estimates for low-income economies because of insufficient and unreliable dataTotal GDP,$trillionInitiatives estimated shar

53、e of global GDP,%1 100.64-12%3.711.761.238.2Insufficient data1.21.81.75.75.40.60.22-6%2-5%Source:McKinsey Health Institute analysisThriving Workplaces:How Employers can Improve Productivity and Change Lives8Several factors directly contribute to the investment case for employee health and well-being

54、 within an individual organizationBenefits for an organization can vary widely depending on the number,sector and location of their employees(Figure 3).Consequently,when organizations evaluate their investment cases,they need to calculate all the potential benefits,including costs that can be avoide

55、d.Major factors which organizations need to consider as part of their investment case include the following:1 Direct healthcare costs:Healthier workforces correlate to lower healthcare costs and reduced absenteeismAlthough not included in the calculation of the economic value at stake globally,healt

56、hcare claims often account for the majority of an organizations total employee health and well-being costs in countries such as the United States where employee health claims are subsidized by employers.In the United States,employers face an estimated$226 billion annually in absenteeism costs(approx

57、imately$1,695 per employee),largely driven by chronic health conditions that could be mitigated through preventive care and health programmes.19 Conditions such as hypertension,heart disease and depression cause substantial on-the-job productivity losses,exceeding$300 per US employee annually.20 Car

58、diovascular disease leads to the loss of$156 billion in productivity annually.21 US employees with untreated insomnia cost employers approximately$2,280 more per year than those without insomnia because of factors such as absenteeism,presenteeism,diminished performance and higher rates of accidents

59、and injuries.22 A survey of more than 1,600 employer benefits decision-makers in the US(including C-level executives and human resources/benefits leaders)revealed that employers are preparing for medical inflation,with more than two-thirds budgeting for healthcare costs to grow at three times the ra

60、te of inflation.23Globally,total healthcare costs are expected to continue growing because of cost pressures such as those related to an ageing population.24 In countries with universal healthcare,organizations currently avoid most of the direct costs of poor health,but this FIGURE 3Notes:1.Estimati

61、on based on MHI Global Business case calculation with standard values,comprising reduced total direct costs of poor employee well-being(attrition,absenteeism,presenteeism)and increased total benefits created through good well-being(productivity,retention,attraction).Direct healthcare costs are exclu

62、ded as these are only relevant to employment in select countries(e.g.USA),and costs vary widely country to country.Numbers do not match the earlier mentioned 17%to 55%range as these are rounded numbers,whereas model used for calculation uses exact numbersCompany A$138-442 million1 20,000$22,000$3,00

63、0$44,000$14,000$1,000$7,000110,0001,500$114-365 million1$21-66 million1Fictive companyFictive company characteristicsTotal economic opportunity1Available from investing in employee health and well-being Total number of employeesExperiencing the benefits of investment in employee health and well-bein

64、g Incremental economic value per employee,$HQ:High-income country,regional activityIndustry:Automotive Number of employees:20,000Average annual pay:$40,000 HQ:Middle-income country,regional activityIndustry:ManufacturingNumber of employees:110,000Average annual pay:$6,000 HQ:High-income country,glob

65、al activityIndustry:DigitalNumber of employees:1,500Average annual pay:$80,000 Company BCompany CLower opportunity value per employeeAdditional higher opportunity value per employeeSource:McKinsey Health Institute analysisEstimated economic opportunity of investing in healthy workforces for three ex

66、ample organizations in differing geographiesThriving Workplaces:How Employers can Improve Productivity and Change Lives9could change with increasing pressure on healthcare budgets and the tightening of fiscal wallets.For these countries,the goal will likely be to maintain quality and accessibility a

67、cross health systems while controlling costs.Consequently,companies may be asked to pay for their employees healthcare,especially if the workplace is found to be a cause of ill health.For example,Japan introduced the Stress Check Programme in 2015 to tackle an increasing number of work-related menta

68、l health disorders.The programme requires workplaces with more than 50 employees to offer an annual stress survey and to facilitate consultations with a physician for those with high stress levels.25 More recently,the Chilean government introduced a mandatory evaluation of workplace environments and

69、 mental health in 2024 to promote the accountability of employers for their employees health.The Chilean Safety Association has taken a leadership role in this policy change by developing preventive medicine,launching affordable mental health for communities and convening local organizations and lea

70、ders to collaborate on mental health(including the development of an annual Mental Health Thermometer).Supporting employee health does not need to rest on employers alone and can be a joint public and private effort.There is no need for employers to reinvent the wheel:they can benefit from the exper

71、tise,infrastructure and goals of public health stakeholders through partnerships,especially as these stakeholders may offer referral pathways.For example,employers may consider partnering with a private,non-profit or public healthcare provider to offer on-site employee health clinics with a focus on

72、 preventive care.This could include cardiovascular,diabetes,cervical cancer or mental health screenings that give employees easier access to care without taking paid time off.Employers can also consider one-off events,such as a day of optional flu or COVID-19 shots,eye exams or specialist training t

73、o prevent back injuries.2 Productivity and presenteeism:There is growing evidence of a potential causal link between employee well-being and increased productivity and reduced presenteeism While the global investment case for improved productivity and reduced presenteeism offers clear value,calculat

74、ing the gain or ROI for a specific programme within an individual organization can be more complex.The literature demonstrates,however,a correlation between employee well-being interventions and productivity improvements of between 10%and 21%.26 Research by the University of Warwick found that happi

75、er employees are more productive,27 while a recent University of Oxford study found that happier employees in a call centre were 13%more productive.28 More high-quality research on the causal links is needed,but these early insights are promising.3 Talent management:A focus on health can improve emp

76、loyee attraction and retentionInvesting in employee health and well-being can boost employee retention.Research from Mercer shows that companies which foster a“culture of health”experience employee turnover rates 11 percentage points lower than those that do not.29Moreover,investing in employee heal

77、th and well-being is increasingly important for attracting talent.Research from Sad Business School finds that for many employees,factors contributing to their well-being such as mental and physical health,work-life balance and job satisfaction are as crucial as traditional incentives such as salary

78、.30 This is especially important for younger generations31 in the workforce,born between 1996 and 2010(also referred to as Gen Z).32 A McKinsey Health Institute survey of more than 42,000 respondents found that at least a third consider physical,mental,social and spiritual health resources when choo

79、sing an employer,with Gen Z respondents and those with lower mental health scores giving particular consideration to mental health benefits.33 Employers may also wish to consider how to promote the health of older employees.Increases in life expectancy and advances in healthcare will extend working

80、lives:by 2050,about 30%of the global workforce will be over 50 years old.34 Governments may raise the retirement age or rethink pension structures in response.Consequently,both public and private sector organizations should expect an increasingly multigenerational workforce and tailor their health a

81、nd well-being programmes accordingly.Employers actions are ever more visible to stakeholders.Platforms such as Glassdoor,Indeed,Fishbowl and Reddit offer employee insights into how organizations treat employees and support their well-being,potentially influencing the decisions of recruits,customers

82、and investors.Data from these platforms can be harvested to find out how employees may feel and why they quit.For example,a recent MIT study identified toxic culture at the top of a workplace as a meaningful factor in employee resignations.35 Many people with mental illness can continue working with

83、out relapse with appropriate support for their resilience.They can live their lives,support family,disperse stigma among colleagues,and contribute to corporation and society.Society needs to realize that people with mental illness are an asset and not a cost.Tsuyoshi Akiyama,President,World Federati

84、on of Mental HealthThriving Workplaces:How Employers can Improve Productivity and Change Lives10Additional factors that employers may choose to include in the investment case for employee health and well-being:4 Performance:A healthier,happier and more engaged workforce boosts company performance an

85、d resilienceResearch from the University of Oxford shows a direct correlation between employee well-being and an organizations financial success.Companies with higher well-being scores consistently achieve greater valuations,higher profits and superior returns on assets.For example,a one-point incre

86、ase in employee happiness scores was shown to be associated with a$1.39 billion to$2.29 billion increase in annual profits.36 A hypothetical“Well-being 100”stock portfolio,comprising the top 100 companies in employee well-being,has significantly outperformed major stock market indices since the star

87、t of 2021,demonstrating that high well-being scores are linked to stock performance(see Figure 4).37Moreover,todays workforce needs to adjust to new roles and technologies in a shifting job landscape.The rapid pace of technological change can be overwhelming.It can contribute to job insecurity and r

88、equire employees to continuously upskill and adapt by,for example,focusing more on creativity,problem-solving,cognitive flexibility and emotional intelligence.The rise of remote working has blurred the lines between personal and professional life,creating a workplace culture that can enhance or harm

89、 employees well-being and productivity.A healthier workforce is a more resilient and adaptive workforce,better capable of navigating the uncertainties and challenges of a rapidly changing world.FIGURE 4Well-being 100Nasdaq CompositeRussell 3000S&P 5001,600Value of$1,000 initial investment1,4001,2001

90、,0008001 Jan 20211 Jul 20211 Jan 20221 Jul 20221 Jan 20231 Jul 20231 Jan 20241 Jul 2024Source:De Neve,J-E.,Kaats,M.and Ward G.(2024).Workplace Well-being and Firm Performance.Oxford University.Stock performance of“Well-being 100”portfolio containing the workplaces with the highest well-being scores,

91、alongside other stock market indices At ACHS,we are committed to making Chile the country that best cares for its workers and their families.A critical part of this is addressing the mental health challenges that our country faces.We are deploying diverse mental health initiatives to care for the 3

92、million workers that we cover.In addition,we have extended access to mental health care for individuals in the communities that we serve.We hope that in doing so,we can create healthier communities with healthier families and ultimately,healthier workers,improving companies climate and productivity.

93、Juan Luis Moreno,CEO,Chilean Safety Association(ACHS)Thriving Workplaces:How Employers can Improve Productivity and Change Lives115 ESG:Investors are increasingly seeing employee health and well-being as an important component of the SSome employers may assess the impact on suppliers and partners wh

94、en deciding how to invest in employee health and well-being.Prioritizing holistic health is not a task to be undertaken alone,not least because long-term health investment benefits business,the workforce and society.Healthy individuals are more likely to contribute actively to their local communitie

95、s volunteering at the food bank,running for city council,coaching their childs sports team or shovelling a neighbours driveway.38Environmental,social and governance(ESG)criteria are becoming important aspects of delivering business value.They help to enhance revenue growth,reduce risks,minimize regu

96、latory intervention and increase loyalty and productivity among employees.Many executives and investment professionals believe ESG programmes deliver greater shareholder value and would pay a premium to acquire companies with a strong ESG track record.39 To date,environmental and corporate governanc

97、e issues have dominated the ESG agenda,but the social pillar which guides how companies manage relationships with customers,suppliers,communities and employees is gaining consideration.Investors are increasingly paying attention to how companies manage employee health and well-being,recognizing thei

98、r criticality to long-term organizational success.Also,there is growing scrutiny on labour practices,employee satisfaction,support for employees mental health and thinking around workforce stability.Companies listed on benchmarks such as the S&P 500 Index are now assessed not only on financial metri

99、cs but also on employee factors,such as job satisfaction,happiness,stress and purpose at work.40 Similarly,stock exchanges,including the Hong Kong Stock Exchange,are developing ESG reporting guidelines that mandate disclosures on employee health and well-being metrics,such as working hours,rest peri

100、ods and equal opportunities.41 6 Regulation and compliance:Regulatory environments may become more stringent,forcing employers to actAround the world,governing bodies increasingly recognize the importance of employee health and well-being,and regulatory pressures are mounting.For example,the Europea

101、n Union has introduced stricter standards for workplace well-being,such as the European Framework Directive on Safety and Health at Work,the Strategic Framework on Health and Safety at Work 2021-2027,the Work-Life Balance Directive and the European Framework Agreement on Telework.EU regulations stat

102、e that risk management within the workplace should encompass stress,thereby requiring psychological risk assessments and appropriate prevention methods.42 In the US,the Occupational Safety and Health Administration(OSHA)increased penalties for workplace health and safety violations to$15,624 per vio

103、lation in 2023,with non-compliance leading to hefty fines,lawsuits and reputational damage.Adherence to these regulations reduces compliance risks and enhances a companys reputation as a socially responsible entity.There is increasing expectation from consumers,employees and communities that organiz

104、ations should be transparent about labour practices,diversity and inclusion,mental health support and work-life balance.Companies that fail to meet these expectations risk losing their reputation and trust among employees and customers alike.The time to act is nowBy prioritizing employee and health

105、well-being,employers can unlock substantial performance gains;achieve a healthier,more adaptable and more resilient workforce;and drive positive change in their organizations and communities.Employers should not wait decisive action taken today can secure a healthier,more productive future.Well-bein

106、g is the ultimate productivity multiplier.And when companies invest in their peoples well-being,its a win-win creating workplace cultures where individuals can maximize their productivity and creativity,which in turn enables businesses to grow and maximize their impact.Arianna Huffington,Author of T

107、hrive and The Sleep RevolutionThriving Workplaces:How Employers can Improve Productivity and Change Lives12Current status of healthy workforcesNo industry or demographic group is immune to employee burn-out,exhaustion or poor health though some are more affected than others.Briefing 2Thriving Workpl

108、aces:How Employers can Improve Productivity and Change Lives13With more than half of the working population reporting suboptimal employee health,change is imperative Todays workers face unprecedented challenges across sectors and geographies.Contemporary threats to health include a rise in mental he

109、alth disorders and obesity;unmet needs from conditions such as diabetes,cancers,brain health disorders and cardiovascular conditions;and concerns about how climate change will affect food security,infectious diseases and access to healthcare.43A 2023 McKinsey Health Institute survey of more than 30,

110、000 employees across 30 countries44 found that 57%of employees globally reported good holistic health45(physical,social,spiritual and mental health),46 while a fifth of people reported burn-out symptoms.47 Only 49%of employees were“faring well”48 meaning they had positive scores on holistic health a

111、nd no symptoms of burn-out.49 There are multiple drivers of negative and positive health,but it is clear that the current state of health in workplaces is associated with the choices that employers and societies make.It is within the power of executives to build both healthier workforces and healthi

112、er societies.Change is necessary and achievable,with many ways to improve health within employers control.All industries need to improve workforce health but some industries have surprising resultsBased on the 2023 McKinsey Health Institute survey,this report reveals,for the first time,the state of

113、holistic health across more than 35 industries(Figure 5).50 Encouragingly,in only 10%of the industries surveyed did more than a third of employees report burn-out symptoms.In two-thirds of the industries,however,more than 20%of employees said they were burned out,and in no industry did more than 75%

114、percent of employees say they were healthy overall.51Employees reported higher rates of burn-out symptoms and lower rates of holistic health in five industries(reported on their percentage of faring well):accounting,retail,agriculture/forestry/fishing/livestock,shipping/distribution,and arts/media/e

115、ntertainment/recreation.52 Conversely,industries reporting good holistic health and low burn-out symptoms(reported on their percentage of faring well)included human resources,construction,administrative and support services,education and engineering/architecture.These results reflect a global snapsh

116、ot of a specific point in time and should be interpreted as a potential opportunity for improvement(see box“What was measured”).They do not mean every farmer or artist struggles with health,and neither do they negate any of the hardships a carpenter or human resources executive faces.Instead,this re

117、search offers new data points for employers seeking ways to improve employee health.Thriving Workplaces:How Employers can Improve Productivity and Change Lives14Cross industry analysis of employee health and well-being survey data FIGURE 5IndustrySample size(number)Faring well,%of respondentsHigh ho

118、listic health reports,%of respondentsHigh burn-out symptoms reports,*%of respondentsGlobal average across all industries29,72849%57%22%Human resources 31059%68%16%Construction1,41758%64%16%Administrative and support service activities 32356%60%12%Education 2,02355%59%16%Engineering/architecture 8385

119、5%65%23%Industrial manufacturing 26455%60%13%Government1,27353%56%15%Information technology/lT 1,00453%71%26%Real estate 38253%62%20%Business services/consulting 34852%55%17%Manufacturing/production 1,56851%61%22%Automotive54250%55%18%Consumer/personal services29250%56%15%Financial/banking 1,04650%6

120、4%25%Healthcare/medical 1,94050%55%16%Fashion/apparel 35049%60%25%Insurance30549%53%20%Non-profit/social services 39949%59%21%Transport97948%53%20%Carpentry/electrical installations/plumbing 32347%54%24%Consumer packaged goods 33647%60%29%Hospitality/tourism57647%52%20%Telecommunication,communicatio

121、ns/phone 74447%59%25%Wholesale61347%54%19%Computer-related products or services 89446%61%30%Other1,98146%50%16%Energy/utilities/oil and gas 53745%50%30%Chemicals/plastics/rubber 25045%52%26%Legal25745%50%17%Marketing/advertising 50345%52%22%Pharmaceuticals26345%54%23%Food/beverage/restaurant 1,06644

122、%49%21%Arts,media,entertainment and recreation 39243%49%21%Retail1,62442%53%27%Accounting61340%51%30%Sample size too small for analysis,200Within bottom quartileWithin top quartileThriving Workplaces:How Employers can Improve Productivity and Change Lives15IndustrySample size(number)Faring well,%of

123、respondentsHigh holistic health reports,%of respondentsHigh burn-out symptoms reports,*%of respondentsAgriculture/forestry/fishing/livestock 58839%49%35%Shipping/distribution 38439%44%21%Military10176%76%9%Computer reseller(software/hardware)6260%75%27%Aviation14459%62%12%Aerospace and defence 9255%

124、60%18%Consumer products manufacturing 8552%54%19%Bio-tech 6651%59%12%Trade services 4049%58%26%Training/development 11449%55%15%Consumer electronics 10948%61%28%Environmental remediation 3748%57%26%Technology or business process outsourcing 2548%52%32%Investment management,investment company 11347%5

125、9%20%Public relations 8547%54%18%Telesales/telemarketing 3947%46%21%Waste management 7645%51%27%Market research 6043%55%38%Environmental services 17739%57%39%Environmental services and equipment 1438%43%15%Design 15137%66%39%Printing and publishing other 7236%44%26%Membership organizations 633%67%50

126、%Metals and mining 19232%43%47%Water supply and sewerage 6529%40%32%Printing and publishing of computer-related industry information 1323%23%46%Brokerage2717%32%71%Sample size too small for analysis,200Within bottom quartileWithin top quartile*High burn-out scores within top quartile are coloured re

127、d,and within bottom quartile are coloured greenSource:MHI Employee Holistic Health Survey 2023From April to June 2023,the McKinsey Health Institute conducted a global survey of more than 30,000 employees in 30 countries(Argentina,Australia,Brazil,Cameroon,Canada,Chile,China,Colombia,Egypt,France,Ger

128、many,India,Indonesia,Italy,Japan,Mexico,Netherlands,New Zealand,Nigeria,Poland,Saudi Arabia,Singapore,South Africa,South Korea,Sweden,Switzerland,Trkiye,the United Arab Emirates,the United Kingdom and the United States).The dimensions assessed in the survey included toxic workplace behaviour,interpe

129、rsonal conflict,workload,work hours,time pressure,work pressure,physical demands,role conflict,role ambiguity,job insecurity,self-efficacy,adaptability,access to health resources,leadership commitment,career opportunities,career customization,psychological safety,supervisor support,co-worker support

130、,authenticity,belonging,meaning,job autonomy,remuneration,person-job fit,learning and growth.Individual self-efficacy and adaptability were also assessed.What was measuredThriving Workplaces:How Employers can Improve Productivity and Change Lives16The data analysis did not reveal clear global trends

131、 explaining why certain industries outperform others.53 Nor did any single aspect of health drag down the average of low-performing industries,such as may be expected of jobs that are physically or emotionally demanding.Instead,scores were generally low or high for all four dimensions of health.The

132、data also returned some examples that run counter to global trends.For example,while the health of front-line workers is generally worse than that of managers,people working in construction report high holistic health.54 In education and administrative support services,employees report low burn-out

133、symptoms with high job security,possibly offsetting higher financial instability.The absence of consistent patterns across industries suggests that for both highly and poorly performing sectors,the drivers of workplace health are multifaceted and not easily attributable to specific roles.Minority de

134、mographic groups form the majority and are scoring worse on overall employee health A much clearer story emerges from an analysis of demographic data,such as gender,sexual orientation,neurodivergence,age,education and income.Responses were not assessed for ethnic diversity because of restrictions in

135、 certain countries.55 This report reflects survey responses only;further contextual research is required to understand the underlying causes.56 Respondents who self-identified as women,LGBTQI+,57 lacking a high school diploma,58 neurodivergent59 or low-income60 reported lower holistic health and hig

136、her burn-out symptoms compared to other respondents.Notably,these groups make up most of the sample,not the minority.61 Only 20%of the employees surveyed did not identify with at least one of these groups groups which are often underrepresented on executive leadership teams.This report can only repo

137、rt outcomes;more research is needed to understand the reasons behind those outcomes.Specific demographic findings include the following:Gender:Women were 8 percentage points more likely to report exhaustion symptoms than men(46%versus 38%for men),despite similar holistic health(55%versus 58%for men)

138、and burn-out symptom scores(23%versus 21%for men).Although women constitute half of the global population,they remain underrepresented at all work levels,regardless of race or ethnicity,62 suggesting a need for targeted strategies to increase workplace inclusivity and reduce exhaustion.Among the man

139、y health conditions affecting women,two notable ones are endometriosis and menopause.Improving access to and effectiveness,delivery and uptake of treatments and care for those two conditions alone would give an annual boost of$130 billion to the global economy by 2040.63Reported employee health base

140、d on gender:Men and women report overall similar health outcomes,although women show more exhaustion symptomsFIGURE 6ADemographic group1Men2Global sampleWomen3Percentage of global population in groupHigh holistic health reports,%of respondentsHigh burn-out symptoms reports,%of respondentsFaring well

141、 reports,%of respondents reporting good holistic health and low burn-out symptoms57%22%49%50%47%21%23%0%100%0%100%0%100%58%55%100%50%50%Notes:1.Not all possible demographic groups analyzed,e.g.transgender woman,transgender man,gender queer or other excluded due to too few data points given it was no

142、t surveyed in all countries,2.Individuals self-identifying as cisgender man,3.Individuals self-identifying as cisgender womanSource:MHI Employee Holistic Health Survey 2023Thriving Workplaces:How Employers can Improve Productivity and Change Lives17Sexual orientation:LGBTQI+individuals reported 9 pe

143、rcentage points less on holistic health than heterosexuals(46%versus 55%for heterosexuals).64 An earlier McKinsey report found that more than half of gay,lesbian and nonbinary employees had stronger feelings of being an“only”(only person,or one of the only people,of their sexual orientation or gende

144、r identity)in the workplace than other employees did.Feelings of isolation can exacerbate exclusion and can negatively impact well-being.65 Reported employee health based on sexual orientation:Members of the LGBTQI+community report clear differences in overall employee health compared to the global

145、averageFIGURE 6B FIGURE 6C Demographic group1LGBTQI+1Global sample2HeterosexualHigh holistic health reports,%of respondentsHigh burn-out symptoms reports,%of respondentsFaring well reports,%of respondents reporting good holistic health and low burn-out symptoms55%20%49%42%50%24%19%0%100%0%100%0%100%

146、46%55%100%10%90%Notes:1.Individuals self-identifying as LGBTI+.Excluding Egypt,Indonesia,India,Nigeria,Saudi Arabi,South Africa,United Arab Emirates,2.Excluding Egypt,Indonesia,India,Nigeria,Saudi Arabia,South Africa,United Arab Emirates due to data quality concernsPercentage of global population in

147、 groupDemographic group1Neurodivergent1Global sample2Non-neurodivergentHigh holistic health reports,%of respondentsHigh burn-out symptoms reports,%of respondentsFaring well reports,%of respondents reporting good holistic health and low burn-out symptoms56%21%49%27%51%40%19%0%100%0%100%0%100%41%57%10

148、0%5%95%Notes:1.Individuals reporting to be diagnosed or self-identified neurodivergent,2.Excluding India due to data quality concernsPercentage of global population in groupSource:MHI Employee Holistic Health Survey 2023Source:MHI Employee Holistic Health Survey 2023Neurodivergence:Neurodivergent em

149、ployees were 24 percentage points less likely to report faring well scores in holistic health and burn-out symptoms compared to neurotypical peers (27%versus 51%for neurotypical).66 They often face workplace challenges due to inadequate support and pressure to appear neurotypical.Limited data makes

150、it difficult to fully understand the extent of neurodivergence in the workplace,but more research could help employers better support these employees,enhancing both their health and performance.67 By understanding and accommodating the strengths and needs of neurodivergent workers,organizations coul

151、d significantly boost their capacity for innovation and improve overall holistic health.68 Reported employee health based on neurodivergent status:Neurodivergent employees report clear differences in overall employee healthThriving Workplaces:How Employers can Improve Productivity and Change Lives18

152、Age:Employee health varies among generations.The youngest workers(aged 18 to 28)were 18 percentage points more likely to report burn-out symptoms than the oldest workers(above age 60)(27%versus 9%for the oldest workers).Entering the workforce during a global pandemic,amid inflation,recession fears,g

153、eopolitical conflicts and climate change,has heightened anxiety for younger employees.69 In contrast,the extensive work(and life)experience of the over-60 generation may contribute to their improved health outcomes.Reported employee health based on age group:The youngest(18 to 28 years)and oldest(61

154、+years70)working generation report clear differences in overall employee health FIGURE 6DDemographic groupYoungest working generation1Global sampleOldest working generation2High holistic health reports,%of respondentsHigh burn-out symptoms reports,%of respondentsFaring well reports,%of respondents r

155、eporting good holistic health and low burn-out symptoms57%22%49%42%57%27%9%0%100%0%100%0%100%51%66%100%20%5%Notes:1.Individuals reporting to be part of the youngest working generation,aged from 18-28 years,also known as Gen Z,2.Individuals reporting to be part of the oldest working generation,aged 6

156、0+years,also known as BoomersPercentage of global population in groupSource:MHI Employee Holistic Health Survey 2023Thriving Workplaces:How Employers can Improve Productivity and Change Lives19In the research model analysed,71 for both those aged 61 and over and the youngest working generation the t

157、op two predictors for holistic health are self-efficacy and meaning.72 Drivers of burn-out differ slightly;in this research,role ambiguity affects older workers most strongly,while a toxic workplace environment affects younger employees and the overall global cohort most strongly(Figure 7).These dis

158、parities highlight the importance of understanding differences across age groups to support longevity in the workplace,because older employees bring valuable experience,stability and institutional knowledge.Employers play a crucial role in helping employees adapt to longer lifespans by fostering age

159、-diverse workplaces and developing products that meet the needs of younger and older employees.Research suggests that innovative workforce planning,including retaining older employees and making the most of their experience,can enhance organizational performance,while creating age-friendly jobs can

160、help maintain a talented and diverse workforce.73Drivers74 of holistic health and burn-out symptoms for youngest generation,oldest generation and global averageFIGURE 7:Global(incl.all generations)Oldest generation(+61 years)Youngest generation(18-28 years)Relative importance of predictors for holis

161、tic health and burn-out symptoms1Percentage of difference in outcome predicted by construct2 Self-efficacyToxic workplace behaviourToxic workplace behaviourToxic workplace behaviourRole ambiguityRole ambiguityAuthenticitySelf-efficacySelf-efficacyAdaptabilityBelongingMeaningOther3Other3Other3Other3O

162、ther3Other3MeaningHolistic healthBurn-out symptomsNotes:1.Relative importance was conducted for exploratory reasons.While comparisons between global and group-specific drivers can be informative,actions taken need to consider the specific situation and context due to small sample sizes,2.Relative im

163、portance seen above is scaled to 100%.Explained variance(differences in outcomes between individuals explained by regression model)for holistic health is 36%for Gen Z,56%for Boomers/oldest working generation and 49%for global.The explained variance for burn-out is 47%for Gen Z,67%for Boomers/oldest

164、working generation and 69%for global,3.Other includes all additional enablers and stressors in the research model 100%50%0%100%50%0%100%50%0%100%50%0%100%50%0%100%50%0%42%11%47%52%79%63%17%20%10%11%19%29%21%7%72%64%8%8%20%Educational level:College-or graduate-level education correlates with reported

165、 higher holistic health and reported lower burn-out symptoms.Individuals without a high school diploma were 20 percentage points less likely to report good holistic health compared to those with graduate degrees(50%versus 70%).Research underscores the critical role of continuous learning and develop

166、ment in promoting overall well-being.Learning,development,adaptability and self-efficacy are core predictors of holistic employee health and vice versa in the underlying research model.75 Financial situation:The survey assessed employees financial situations based on financial status,76 financial st

167、ability77 and remuneration.78 Only 41%of individuals with poor financial status reported good holistic health,79 compared to 76%of those with good financial status.Those reporting low financial stability reported 27 percentage points lower holistic health(47%versus 74%for financially stable)and more

168、 than 30 percentage points more burn-out symptoms(38%versus 5%for financially stable).Remuneration is positively correlated with holistic health.People reporting positively on remuneration were 30 percentage points more likely Source:Relative importance analysis,MHI Employee Holistic Health Survey 2

169、023Thriving Workplaces:How Employers can Improve Productivity and Change Lives20to report higher holistic health than those reporting less positively on remuneration(70%versus 40%for lower scores on remuneration),and they also reported fewer symptoms of burn-out.80 Job insecurity:45%of respondents w

170、ith high job insecurity81 reported burn-out symptoms compared to the global average of 22%.Research shows job insecurity leads to adverse effects in mental health(depression,anxiety,burn-out)and physical health(back pain,headaches,high blood pressure).82Job type:Being a member of upper management83

171、seems to be both a blessing and a curse:80%of these individuals reported good holistic health,but 24%reported burn-out symptoms,which is higher than the global average of 22%.Front-line workers also reported higher burn-out rates(26%),driven by exhaustion.The top three factors associated with positi

172、ve holistic health for managers in this study are self-efficacy,meaning and belonging.For non-managers,the top three are self-efficacy,adaptability and belonging.84 Caregiving can boost holistic health but is associated with more burn-out symptomsMore people are working while raising children,and mo

173、re workers are taking care of adults who require care.Globally,the survey found that 10%of employees care for someone with a mental or physical illness in addition to their paid jobs.As the number of caregivers in the workforce grows,their role in organizations becomes increasingly important.Employe

174、rs can benefit by understanding how caring for others affects overall holistic health and burn-out.Caregivers were more likely to report higher holistic health(61%versus the global average of 57%),driven by experiencing better social and spiritual health.However,caregivers were also 17 percentage po

175、ints more likely to report higher burn-out symptoms(37%versus 20%for non-caregivers),primarily driven by exhaustion.Reported employee health based on caregiver status:Caregivers report clear differences in overall employee health compared to the global averageFIGURE 8ADemographic groupCaregivers1Glo

176、bal sampleNon-caregivers2High holistic health reports,%of respondentsHigh burn-out symptoms reports,%of respondentsFaring well reports,%of respondents reporting good holistic health and low burn-out symptoms57%22%49%39%50%37%20%0%100%0%100%0%100%61%56%100%10%90%Notes:1.Individuals reporting as a car

177、egiver of someone living with mental or physical illness,2.Individuals reporting as not a caregiver of someone living with mental or physical illnessPercentage of global population in groupSource:MHI Employee Holistic Health Survey 2023 Those reporting low financial stability reported 27 percentage

178、points lower holistic health and more than 30 percentage points more burn-out symptoms.Thriving Workplaces:How Employers can Improve Productivity and Change Lives21Caregivers of children,who accounted for approximately 50%of the surveyed employees,reported even higher holistic health(64%versus 50%fo

179、r non-child caregivers),again driven by improved social and spiritual health.However,men who take care of childrenreported slightly lower burn-out symptoms compared to non-child caregivers(Figure 8),but women who take care of childrenexperience higher exhaustion than their male counterparts(43%versu

180、s 35%for male caregivers).A recent report from Harvard Business School states that the burden of care still falls disproportionately on women,and that women account for a majority of“hidden workers”who report that their absence from the workforce is due to caring for children or adults.The same repo

181、rt shows that half of women who stopped working,despite wanting to continue,did so because they could not combine their career with their caregiving responsibilities for their children.85Overview of holistic health and burn-out symptoms for child and non-child caregivers FIGURE 8BGlobal averageHigh

182、holistic health1 per segment,%of respondentsHigh burn-out2 related symptoms per segment,%of respondentsCaregiver for an adultCaregiver for a childFemale caregiver for a childMale caregiver for a childNotes:1.Holistic health data represents the percentage of respondents that scored an average of 4 or

183、 higher across the four dimensions of health(social,spiritual,physical and mental)2.Burn-out symptoms data represents the percentage of respondents that scored an average of 3 or higher across the four.Dimensions of burn-out symptoms(cognitive impairment,emotional impairment,exhaustion and mental di

184、stance57616462662237202219Global averageHigher holistic health vs.global average/Lower burn-out symptoms vs.global averageLower holistic health vs.global average/Higher burn-out symptoms vs.global averageThe opportunity is maximized by helping all employees across diverse demographics achieve good h

185、ealthThere is no one-size-fits-all solution;leaders must recognize and address the varying needs of different groups.By doing so,they can develop targeted interventions that enhance holistic health and reduce burn-out.This approach may involve greater autonomy and empowerment for teams and individua

186、ls to manage their work and resources effectively.Employers and employees must work in partnership to improve health,as neither can realize the full benefits on their own.Employers who are not helping every member of their workforce achieve their full potential risk affecting the health and well-bei

187、ng of their employees,limiting their societal and economic contributions and missing substantial value creation for their organization.Source:MHI Employee Holistic Health Survey 2023Thriving Workplaces:How Employers can Improve Productivity and Change Lives22Creating a healthier workforce:measuring

188、the impact of investing in a healthy workforce The return on investment in employee health can be measured with tailored metrics that go beyond traditional sickness absence,safety and injury statistics.Briefing 3AThriving Workplaces:How Employers can Improve Productivity and Change Lives23Taking act

189、ion:How executives can build the investment case for a healthy workforceMany organizations offer multiple employee health and well-being programmes,but the organizational value and ROI of these programmes are often overlooked.Executives regularly struggle to answer the question,“Is our investment in

190、 employee health driving sustainable improvements in performance?”This briefing provides frameworks and approaches to help organizations develop investment cases,strategies and tailored action plans for successful health and well-being programmes and highlights opportunities to use data and analytic

191、s.No single KPI can measure the impact of employee health and well-being investment Every industry or organization has its own unique characteristics,meaning there is no single KPI for measuring success.Metrics should be tailored to each organizations specific needs.However,a tried-and-tested approa

192、ch based on the principles described in Briefing 3B should work for most organizations,whatever their context:1.Understand the status of employees health and well-being and the value at stakeConducting comprehensive health and well-being surveys can diagnose workforce health needs.An S&P Global Corp

193、orate Sustainability Assessmentshows that only 2.2%of assessed companies conduct employee surveys with a core focus on health and well-being.86 Smaller organizations can overcome potential funding barriers through free tools and training available from not-for-profit providers.Ideally,employers meas

194、ure aspects of direct health as experienced by employees(mental,physical,social and spiritual health and burn-out symptoms),their associated work experience outcomes(for example,engagement and satisfaction)and core work experiences(such as job demands and resources).87 These measurements identify bo

195、th immediate outcomes and root causes.Employers can assess employee health using quick pulse checks,88 health assessments,automated text analyses of comments within annual people surveys,focus groups or anonymized voluntary health data.Calculate the investment case opportunity for the organizationGo

196、od-quality,evidence-based data on employee health and well-being should be combined with an investment case to guide the development of strategic health interventions(see Briefing 3B).Organizations can build an investment case for employee health and well-being by focusing on the value drivers ident

197、ified in Briefing 1.Those sources of value for the global economy have been adapted into four drivers which can be used by any organization to calculate their investment case opportunity:employee output,talent management optimization,healthcare cost savings and ability to attract investment(Figure 9

198、).Thriving Workplaces:How Employers can Improve Productivity and Change Lives24Value drivers to develop investment case opportunity for investing in employee health and well-being FIGURE 9 EmployeeoutputProductivityTalent management optimizationDirect healthcare cost savings1 ESG premium2Investment

199、case for contractors and suppliers2Notes:1.Excluded from the calculation,given that costs vary widely country to country,and calculation is a sum of individual savings per employee,2.Excluded from the calculation.Calculation is a sum of additional realized investment due to improved employee health

200、and well-beingIncrease driver to improve total benefits created through good employee health and well-beingAbsenteeismPresenteeismReduce driver to decrease total direct costs of poor employee health and well-beingRetentionHealthcare cost savings associated with a healthy workforceThe positive goodwi

201、ll that good employee health and well-being generates with investors,customers and partnersThe positive impact that good employee health and well-being generates with contractors and suppliersAttractionUnwanted attrition1.Employee output:Employee output can be calculated as a combination of producti

202、vity,absenteeism and presenteeism.Example metrics for each include efficiency of completing tasks,innovation rates,sales increase and customer service sentiment(productivity),number of workdays lost to sickness(absenteeism)and lost time caused by physically present employees working at reduced level

203、s(presenteeism).For example,offering free flu shots gives US employers a potential immediate result in lower absentee rates.A 2021 cost-benefit analysis of employer-funded influenza vaccinations found that employers could have saved 10($10.82)per vaccinated employee per year between 2011 and 2018.89

204、 2.Talent management optimization:Developing a strong employee value proposition can enhance talent attraction and retention and minimize employee turnover.This not only enriches company culture but also boosts business performance,as employees with longer tenure have between 12%and 30%higher output

205、 than newer employees.90 Example metrics include average tenure(retention),days required from job posting to hire(attraction)and involuntary attrition(turnover).For example,industries which have a high number of workers in their first job who are likely to leave because of burn-out symptoms or exhau

206、stion may focus on digital mental health applications or other solutions geared to develop immediate resilience and track involuntary attrition.In contrast,for employees who are likely to stay a long time,virtual employee assistance options or chronic disease management programmes may be more import

207、ant.In either case,organizations may choose to measure ROI.Additional elementsOrganizations may also choose to build the following elements into their investment cases(where relevant):3.Direct healthcare costs:These include what an employee pays when seeking healthcare,what the employer covers under

208、 any employer-sponsored insurance and any costs associated with work-related injuries.These costs are often major for organizations that have employees in economies with private healthcare systems.4.ESG premium:An organization that highlights good employee health and well-being as part of its cultur

209、e and value proposition may make itself more attractive to investors,customers and partners.5.Investment case for contractors and suppliers:Some organizations may also choose to include the impact on contractors and suppliers within their investment cases.Employers can also consider how to expand So

210、urce:McKinsey Health Institute analysisThriving Workplaces:How Employers can Improve Productivity and Change Lives25interventions in ways that benefit employees both within their organizations and within the broader local community.For example,executives in organizations with a global presence may c

211、onsider how to invest in widescale health education outreach.One example is Bayers support for mallholder farmers,who represent 11%of their Crop Sciences divisional sales.The company is introducing access to health and nutrition education for members of their value chain(including farmers)in India,I

212、ndonesia and Mexico.This initiative aims to improve health outcomes and productivity by directly supporting farmers and their associated communities.Overall,to build the investment case effectively,estimates need to assess the value of making the investment(costs avoided and benefits gained)versus t

213、he cost of the intervention required to address the issue.Figure 10 provides sample metrics that can be used to gather data on each of the drivers of employee output and talent management optimization,as these two elements are at the core of any business case.Example approach for calculation of heal

214、thy workforce opportunity with standard values and company-specific KPIsFIGURE 10ProductivityValue driver categoryKey value driverDefinitionExamples of company specific KPIsRetentionAttractionAbsenteeismUnwanted attritionPresenteeismIncrease driver to improve total benefits created through good empl

215、oyee health and well-beingReduce driver to decrease total direct costs of poor employee health and well-being Increase in number of hours worked/total revenue or profit Increase in total revenue or profit/FTE Increase in percentage of employees achieving targets Company-specific numbers for average

216、value of productivity(e.g.average daily pay x total number of employees)Number of absenteeism days due to being unhealthy Percentage of long-term vs.short-term absences Percentage rate of unwanted turnover due to being unhealthy End-of-year performance review in first and second year vs.average comp

217、any benchmark performance Company-specific numbers for productive days lost(e.g.productive days lost per employee x total number of employees)The efficiency with which tasks and goals are accomplished at an organization,fostered through creativity and innovation.1 The act of staying at work longer t

218、han usual,or going to work when you are ill,to show that you work hard and are important to your employer.2 Any failure to report for or remain at work as scheduled,regardless of the reason.3 An organizations ability to develop a distinct employee value proposition and prevent employee turnover.4 Em

219、ployer Net Promotor Score(NPS)Percentage increase in job applicationsHow an organization communicates with potential applicants to attract suitable candidates for a job vacancy.5 Percentage rate of unwanted turnover due to being unhealthy Actual turnover costThe departure of employees from the organ

220、ization for any reason(voluntary or involuntary),including resignation,termination,death or retirement.6EmployeeoutputTalent management optimizationSource:1.MindManager.(2020).Productivity in the workplace?What is it,and why is it important.https:/ Dictionary.(n.d.)presenteeism.https:/dictionary.cam

221、bridge.org/dictionary/english/presenteeism.3.van Vulpen,E.(n.d.).Absenteeism in the Workplace:A Full Guide.Academy to Innovate HR.https:/ is Employee Retention?Benefits,Tips&Metrics.Oracle Netsuite.https:/ Montfort University.(n.d.).Attraction.https:/www.dmu.ac.uk/business/work-with-our-students/mak

222、e-diversity-your-business/attraction.aspx.6.Gartner.(n.d.).Attrition.https:/ Workplaces:How Employers can Improve Productivity and Change Lives26Healthcare company Novo Nordisk regularly deploys a global survey to measure employee stress levels and mental health using validated screening questions.A

223、bout 14%of the companys 64,000 employees reported symptoms of stress in the 2023 survey.Managers of highly stressed teams receive support from organizational psychologists and are trained to use well-being tools effectively,adhering to the IGLO(individual,group,leaders and organization)model.91 Stro

224、nger support interventions generally demonstrate a 20%to 30%decline in the number of employees reporting symptoms of stress one to two years after the intervention.Novo is now implementing a similar survey focusing on physical health,particularly pain.CASE STUDY 1Novo Nordisk provides support and ta

225、rgeted interventions to teams reporting high stress levels CASE STUDY 2On achieved 11.6x ROI annually($2.9 million)through employee health interventionSportswear company On implemented an employee health intervention,via Kyan Health,to over 2,500 employees within their organization.The intervention

226、gave employees access to a self-care library(including mediation,relaxation and breathing practices),12 coaching sessions and internal well-being workshops.Since its launch in 2022,1,240 employee have created accounts representing an approximate 50%uptake.The intervention has gained the company$2.9

227、million annually(11.6x ROI).This consists of$1.3 million productivity gains due to 5%improvement in presenteeism related productivity loss,$1.1 million driven by 30%reduction in voluntary attrition and$0.5 million reduction in HR costs to manage mental health cases globally.Thriving Workplaces:How E

228、mployers can Improve Productivity and Change Lives27CASE STUDY 3Swiss Res metabolic health programme targeted interventions based on an onboarding surveyCASE STUDY 4Novartis Foundation funded cardiovascular health interventions in Senegal 2.Develop initiatives for a sustainable healthy workforceExec

229、utives may consider how to use the baseline and investment case created using the above principle to develop a targeted intervention strategy aligned with the overall organizational strategy.When developing an initiative portfolio,organizations should consider their current initiatives to understand

230、 how much is currently spent on employee health and well-being,how effective they are and where there is room for growth.The initiatives can be focused on direct employees or include suppliers and the wider communities from which the workforce is drawn.Reinsurance provider Swiss Re partnered with Co

231、mbe Grove(a metabolic health centre)and Gro Health(a digital well-being platform)to deliver a pilot programme focused on optimizing the metabolic health of their 1,100 UK employees.The intervention began with a survey on risk factors for metabolic ill health the primary cause of many chronic disease

232、s which today contribute to the majority of global ill health and deaths(including heart disease,diabetes,certain cancers,musculoskeletal diseases and mental ill health)that asked employees about their motivations to participate.More than 220 employees participated in the survey,and many more have s

233、ince accessed the diverse resource offerings,including a digital well-being platform focusing on nutrition,sleep,exercise and mental well-being.Forty individuals(identified from the risk factor survey)participated in one-on-one health planning sessions and a further five completed a seven-day reside

234、ntial programme with virtual follow-up support for 12 months.With full pilot outcomes expected in May 2025,interim results indicate that the programme is very relevant(59%of surveyed employees showed some degree of metabolic ill health and were highly motivated to improve this),and that the interven

235、tion is effective:high-risk participants achieved an average of 6%body weight loss,20%improvement in blood fat profile and 50%improvement in well-being,sleep and diet quality.As well as these clinical improvements,wider programme rollout post-pilot will aim to demonstrate on a broader scale the day-

236、to-day impact many colleagues have noted:“My energy has increased”,“Im sleeping better”,“Im more focused at work”.The Novartis Foundation funded the Better Hearts Better Cities initiative,which was designed to improve cardiovascular health in Dakar,Senegal.The programme provided education about heal

237、thy lifestyles,including information about blood pressure,diet,physical activity,stress and tobacco use and was delivered in collaboration with 18 companies,reaching 36,000 employees.Outcomes included hypertension screening of 21,000 employees and improved blood pressure for 34%to 39%of employees in

238、 six months.Thriving Workplaces:How Employers can Improve Productivity and Change Lives283.Use pilots to test the effectiveness of an interventionPilots help organizations test interventions on a small scale before full implementation,helping to justify investments and refine interventions.They can

239、compare intervention and non-intervention groups or assess pre-and post-intervention outcomes within specific employee subgroups or locations.Metrics such as adoption rate,direct impact on employee health and well-being(for example,anonymous and voluntary data on health scores),distress levels and b

240、urn-out symptoms,cost analysis,and ROI can all be used to measure success.Investment returns can be measured by comparing the cost of the intervention with outcomes.Some companies also look at cultural ROI,such as improvements in employee sentiment or scores from experience surveys.CASE STUDY 5ASICS

241、 piloted a Movement for Mind intervention CASE STUDY 6Wellhub shows that interventions become self-reinforcing when adoption rates are more than 20%to 25%To address the potential inactivity of desk-bound employees,often caused by insufficient time,facilities or motivation to be active,sportswear com

242、pany ASICS developed the Movement for Mind initiative.The programme is an audio series with movement instructions for all fitness levels,aimed at improving mental health through a range of techniques.Participants listened to two 30-minute sessions per week for eight weeks.Initially piloted with 189

243、people(including but not limited to ASICS staff),the programme showed clinically significant improvements in mental well-being(Warwick-Edinburgh Mental Well-being scale and WHO-5),low mood(PHQ-2 scale)and anxiety(GAD-2 scale).Of those taking part in the pilot,71%said they felt happier and 70%reporte

244、d being more active after completing the programme.Following this successful pilot,the initiative recruited nearly 3,000 additional participants worldwide over an 18-month period.924.Monitor employee health and well-being improvements over time Regular,ongoing monitoring helps ensure that interventi

245、ons are effective,identifies areas for adjustment and helps organizations track progress and assess the impact of employee health and well-being programmes.Depending on their starting point,organizations can tailor their approach.Those starting on this journey can begin with a few data points and re

246、fine measurement over time,while advanced organizations may be able to use advanced analytics and modelling,depending on their resource levels.Wellhub,a wellness platform,connects clients employees to physical,mental and nutritional interventions,such as local gyms and meditation apps.Tracking more

247、than 15,000 employees over time,Wellhub found an average adoption rate of 15%to 25%,but clients in the top quartile achieved a 40%to 70%adoption rate and an average year-on-year adoption rate growth of approximately 42%.Wellhubs study suggests that fostering a healthy workforce culture could increas

248、e the adoption of employee health and well-being interventions by up to 12 times compared to simply offering the intervention.The platform finds that interventions surpassing an adoption rate of 20%to 25%tend to be self-reinforcing.One possible explanation is that when at least one in five employees

249、 participate,a microsociety of participants forms,which starts changing the organization to become healthier.Practically,this means colleagues influence each other,share recommendations on helpful interventions or invite each other to attend workout classes together,all of which help foster a thrivi

250、ng,healthy workforce culture.Thriving Workplaces:How Employers can Improve Productivity and Change Lives29Audi,a German automotive manufacturer,began its Audi Checkup programme in 2006 to enable employees to identify their health risks and help prevent chronic illnesses.More than 90%of employees opt

251、 in to the voluntary examination and preventive programme.The 75-minute check-up includes blood tests,an electrocardiogram,biometry,tissue analysis,a lung test,an eye test,a hearing test and the SF-12 Health Survey.Since 2006,more than 10,000 employees have taken part.93CASE STUDY 7Audi introduces C

252、heckup programme,reaching 10,000 employeesCASE STUDY 8Experian reduces global attrition,saving$14 million over two years,by using predictive workforce analyticsPeople and organization analytics are an important enabler of successful employee health and well-being strategiesIntegrating employee healt

253、h and well-being into core organizational strategies is crucial.Robust information management and people and organization analytics approaches help achieve this.Organizations often track financial and supply chain metrics,but many overlook comprehensive health and well-being data.Rapid advancements

254、in data infrastructure,analytics and AI,however,are helping to bridge this gap.A recent McKinsey global survey of more than 1,200 respondents found that 12%are regularly using generative AI in HR and seeing meaningful cost reductions.94“Big data”can be collected and,provided it is of good quality an

255、d appropriate privacy standards are in place,can be used for predictive analysis.It could help guide decision-making on effective interventions by providing a view of upstream drivers,real-time indicators and key enablers to improve employee health and well-being.95 As data analytics evolve,now is t

256、he time to incorporate health metrics into organizational measurements.Beyond analytics,high-quality AI-enabled systems can enhance employees understanding of health benefits,streamline onboarding and scheduling,and increase flexibility.They can even assist leaders in improving workplace interaction

257、s and provide real-time feedback to employees.Participation could be boosted by allowing employees to track their health status through innovative tools such as opt-in wearables.This not only promotes well-being but also fosters a culture of health within the organization.Experian,a data analytics a

258、nd consumer credit reporting company,faced resignation rates 4%above the industry benchmark,creating a strain on growth and innovation.Initially,Experian looked to tackle this by focusing on recruitment and simply managing the high resignation rates,resulting in decreased attention to workplace init

259、iatives for the existing workforce.Subsequently,Experian turned to data analytics.By using HR data and in-house analytics capabilities,the company developed a solution that equipped global HR teams with advanced insights into employee needs and motivation,enabling tailored approaches to support empl

260、oyee health and well-being.The platform analyses up to 200 employee attributes(including core HR and people data)to create a comprehensive assessment of the risk that employees will leave.HR teams can now make informed decisions on the most effective support for employees,reducing global attrition b

261、y 4%and saving Experian$14 million over two years.96 Lack of data is not a constraint to actingLack of data should not be an excuse for inaction by executives.Organizations can tailor metrics to meet their unique needs much like individuals tackle improving their own health:they may start by measuri

262、ng how much physical activity they do in a week,how many hours they spend on social media or how much water they consume in a day.Any journey to improvement must start with a baseline.Executives have an exciting opportunity to leverage health metrics to improve sustainable performance,enhance employ

263、ee well-being and foster a thriving organizational culture.Thriving Workplaces:How Employers can Improve Productivity and Change Lives30Creating a healthier workforce:developing an action plan with new mindsets and structural interventions A portfolio of investments that address poor health and prom

264、ote good health can unlock full workforce potential.Briefing 3BThriving Workplaces:How Employers can Improve Productivity and Change Lives31By taking decisive steps towards building a healthy workforce,organizations will not only benefit employees but also enhance performance.Executives often view e

265、mployee health and well-being programmes as a cost rather than as a strategic opportunity with a positive ROI.This report aims to change that.Yet,many executives would not know where to begin even if they were convinced of the need for change.Where to start?Six principles to address employee health

266、Each organization has unique needs and opportunities to address employee health and well-being,based on size,organizational set-up,geographic spread and level of resources.This report suggests six simple principles each organization could follow to create a successful employee health and well-being

267、intervention portfolio:1.Understand the baseline and value at stake:As described in Briefing 3A,start by assessing the baseline health status of employees through surveys.Alongside the baseline,it is important for each organization to understand the potential value of revising a workforce strategy a

268、nd the risks associated with doing nothing.2.Develop initiatives for a sustainable healthy workforce:One-off efforts will not build a healthy workforce.Achieving sustainable results requires a long-term,systemic approach with high-quality,evidence-based interventions.97 This should be complemented b

269、y a clear vision of what the organization is attempting to solve,leading to a targeted approach to improving health,in alignment with the overall organizational strategy.Short-term projects may yield immediate benefits,but real change comes from a complete plan that includes clear leadership behavio

270、urs and effective tools.The updated strategy can then build on current efforts,such as programmes focused on diversity and inclusion and psychological well-being.This strategy should be sponsored by the board and empower lower-level teams to drive autonomous,aligned interventions.3.Pilot interventio

271、ns to test and learn:Deploy,test and learn.Set up pilot programmes to try out and refine strategies.This allows for targeted testing,continuous improvement,learning from failures and ensuring that only the most effective interventions are scaled.Begin with small,manageable programmes addressing imme

272、diate needs to start building momentum and create longer-term impact.Interventions do not need to be complicated simple actions,such as encouraging employees to take“movement breaks”during work or training managers to discuss mental health with their teams,can be highly effective.Shift away from off

273、ering reactive interventions at an individual level in favour of implementing more proactive interventions,especially those aimed at teams.4.Track three to five metrics to measure success:Start with three to five KPIs that drive workforce health and organizational performance,ideally ones already tr

274、acked or easy to implement.98 Refine these KPIs for optimal insights.Assess broader effects by updating the investment case and re-surveying employee health.Use these insights to steer the strategy whether that means stopping,redirecting or scaling interventions.Systematic measurement validates the

275、investment in a healthy workforce.5.Ensure leadership commitment and sponsorship:Real change starts in the boardroom with executives making employee health and well-being a strategic priority.Executives must set the vision,hold themselves accountable and integrate health and well-being into the core

276、 organizational strategy.They should also nominate an executive-team sponsor and a board sponsor as a signal of leadership commitment.The sponsor does not need to be the chief HR,people or medical officer;it can be very powerful if another executive takes the sponsor role.Executives will need to be

277、transparent in their communication and authentic in how they role model.They also need participate in health initiatives to create a supportive environment where employees feel encouraged to engage and be open about their health challenges.As the executive sponsor of the well-being agenda at Standar

278、d Chartered,I believe that well-being at work is at the core of employee engagement and productivity.We want our people to feel able to bring their best selves to work and deliver sustainable high performance.I am passionate about using my role to help create a positive and healthy work environment.

279、This means listening to colleagues about their needs and supporting them to build well-being-related skills such as resilience and adaptability,empathy,and personal energy management.Having an executive sponsor outside of the traditional HR setting demonstrates that well-being is for everyone and it

280、s a shared responsibility.Diego De Giorgi,Group Chief Financial Officer,Standard CharteredThriving Workplaces:How Employers can Improve Productivity and Change Lives326.Embed employee health into organizational culture:Creating a sustainable and healthy workforce is a long-term journey requiring a s

281、ystemic shift in organizational mindset and culture.Employee health must be integral to everyday work life and embedded in daily practices,management analytics,leadership behaviours,the deployment of digital tools,policies and values.This cultural shift demands continuous engagement,regular evaluati

282、on and flexible interventions to meet needs as they evolve.This approach will help break down some barriers,such as privacy concerns from employees or stigma about mental health.Fostering a culture of health and well-being is not just about immediate outcomes;it is about building resilience and long

283、-term sustainability in the organization.CASE STUDY 9Ikea Canada implements Wellness Days,reducing employee turnover from 35%to 24.5%Furniture and home-goods company Ikea Canada found through its 2019 annual employee engagement survey that employees cited family obligations,personal illness and stre

284、ss and that employees wanted a healthier lifestyle.In 2020,the company introduced WellnessDays,allowing employees to take 12 days off per year for personal illness or injury,supporting a family member with an illness or injury,taking care of a personal emergency,participating in a community event,vo

285、lunteering at a not-for-profit organization,self-care,inclement weather,or spending time with loved ones or a new pet.In response to the COVID-19 pandemic,it partnered with the Mental Health Commission of Canada to introduce training and a digital programme thatdevelops self-care,self-leadership,res

286、ilience and mindfulness practice.Executives have credited the focus on mental health with contributing to a drop in employee turnover from 35%to 24.5%.99Create a portfolio of evidence-based interventions for a sustainable healthy workforceMany employers care deeply about their employees health and w

287、ell-being,introducing interventions designed to help,including yoga classes,meditation apps,wellness days and awareness campaigns.Often,however,the portfolio of interventions is not a coherent whole that significantly moves the needle to address specific workforce needs.To make interventions effecti

288、ve,employers must understand and proactively address employees needs at the individual,team and organizational level.Companies often provide ways to help individual employees,but mental health apps and gym access alone are not enough if systemic problems remain.So where does a chief executive office

289、r/chief human resources officer/chief people officer/chief medical/health officer start if they want to create a portfolio of effective interventions?How can leaders select the right evidence-based employee health and well-being interventions?The ideal portfolio aims to address both immediate needs(

290、reactive)and root causes(proactive)and is made up of a complementary variety of interventions,some of which are designed to help individuals and teams,some to reshape jobs and some to change the organization(Figure 11).Thriving Workplaces:How Employers can Improve Productivity and Change Lives33Addr

291、ess effects“Reactive”Level in organizationOrganization-wideTeamJobIndividualAddress drivers“Proactive”Burn-out symptoms1%35%60%5%Focus of most interventions offered today10%40%20%30%Holistic healthProposed weighting of well-being interventions targeting each organizational levelProposed weighting of

292、 well-being interventions targetingeach organizational levelData-driven distribution suggestion of employee health and well-being interventions by levels of an organization targeted100FIGURE 11The reason a portfolio approach is important is that work and health-related outcomes are influenced by bot

293、h enablers and drivers.101 Enablers are the aspects that can provide positive energy,such as meaningful work and psychological safety.In comparison,demands are challenges at work that require sustained cognitive,physical or emotional effort,such as toxic workplace behaviour and role ambiguity.Holist

294、ic health is most strongly influenced by enablers,such as the employee experience of having self-efficacy,adaptability,feelings of belonging,meaningful work and psychological safety.Interventions that address these drivers include self-efficacy and adaptability training,purpose workshops,and psychol

295、ogical-safety leadership and team training.Other interventions to support holistic health include workplace nutrition programmes,peer mentoring,job crafting and physical-activity nudges.In contrast,burn-out symptoms are more strongly associated with demands,such as the employee experience of toxic w

296、orkplace behaviour,role ambiguity and role conflict.Interventions related to these drivers focus on eliminating toxic behaviours,making roles clearer and helping teams and team leaders reduce confusion and role conflict.Additional interventions include offering high-quality mental health awareness t

297、raining,managing teams ways of working,creating space for recovery and adjusting roles to enhance control and autonomy.The best place for an organization to start addressing demands and building enablers for employees is at the team and job levels.102 Notably,team-level drivers are predictive of bot

298、h holistic health and burn-out symptoms.Middle managers are crucial to team health and well-being,serving as the link between leadership and employees.103 Their engagement is vital for the successful implementation of employee health and well-being interventions.Empowering and training middle manage

299、rs to prioritize the health and well-being of their teams can unlock employee growth and productivity.Investing in middle management pays off:research shows that organizations with top-performing middle managers generate 3 to 21 times more in total shareholder returns.104 Additionally,including empl

300、oyees in the decision-making process through surveys,focus groups and well-being committees ensures that subsequent actions meet their needs and realities.Source:MHI Employee Holistic Health Survey 2023,expert interviewsThriving Workplaces:How Employers can Improve Productivity and Change Lives34Vit

301、ality is a health and life insurer whose well-being strategy for employees comprises five pillars physical,mental,social,financial and lifestyle and features on-site health checks,mental health counselling,mental health awareness training for managers,lunchtime leadership walks and life-stage-specif

302、ic medical support.The Vitality Programme provides incentives and rewards for employees to take actions that support healthier living,and 72%of participants report that the programme inspired them to make positive lifestyle changes.Vitalitys Next Best Action feature alerts members and employees to t

303、he one action that would have the biggest impact on their health,based on the results of their annual online health review,and directs them in how to make this change.The organizations focus on employee well-being has delivered a healthier,happier,more productive workforce,reflected in employee expe

304、rience survey outcomes.Vitality research shows that employees who are highly engaged with the Vitality Programme lost 50%fewer days to presenteeism,recorded 28%fewer absences and took 46%less time to recover from sickness.CASE STUDY 9Vitality provides personalized health interventions to create a he

305、althier workforceEach organization is unique,and tailoring interventions accordingly is crucial for improving overall employee well-being.The good news is that this often involves investing smarter rather than more.To realize the full potential of their workforce,organizations should develop a strat

306、egic portfolio of health investments that address poor health and promote well-being.Leaders should commit to long-term,systemic approaches,supported by evidence-based interventions and proactive involvement at all organizational levels.True progress requires smart investment that tackles both sympt

307、oms and root causes,fostering a healthier and more productive workforce.Thriving Workplaces:How Employers can Improve Productivity and Change Lives35ConclusionWork is a cornerstone of many peoples lives.However,it should not leave people less happy,less healthy or less fulfilled.Physical,mental,soci

308、al and spiritual well-being is intricately tied to work,productivity and performance.Investing in employee health and well-being is both an ethical obligation and a strategic organizational imperative with tangible returns.This report offers a plan that goes beyond the behaviour of individuals.It se

309、ts out the mechanism for changing a companys culture,addressing specific workplace requirements and improving health and well-being at every level of the organization thereby developing a healthier,more productive workforce.It shows why prioritizing a healthy workforce is essential and beneficial,as

310、 well as providing practical guidance that will help employers feel enabled and empowered to seize the opportunity.Firstly,the case for investing in holistic employee health is substantial.With more than 3.5 billion people dedicating a substantial portion of their lives to work,the workplace plays a

311、 crucial role in fostering holistic health.Investing in health presents a global economic value opportunity worth 17%to 55%of average annual pay per employee.Organizations that invest are likely to reduce healthcare costs,enhance productivity,improve talent management,boost company performance and s

312、trengthen organizational resilience.Increasingly,investors are emphasizing employee health and well-being as a crucial component of the social element of ESG criteria,recognizing its impact on long-term organizational success and shareholder value.Regulatory pressures are also mounting globally,with

313、 stricter standards and compliance requirements being introduced to ensure workplace well-being,such as those from the EU and the United States OSHA.Applying these rules not only reduces the risk of breaking them but also improves a companys reputation as socially responsible.This helps meet growing

314、 demands for transparency made by consumers,employees and communities.Secondly,disparities in holistic health and burn-out symptoms across various industries and demographics underscore the need for tailored interventions.Employees who identify as women,LGBTQI+,younger,neurodivergent,or with lower l

315、evels of education or income report poorer health outcomes than their counterparts.It is therefore important to understand the root causes of poorer health and create inclusive workplaces.A one-size-fits-all approach will not reap the full rewards;leaders must recognize and address the needs of diff

316、erent demographic groups and develop targeted interventions that enhance holistic health and reduce burn-out.Employers and employees must work in partnership to improve health,as neither can achieve the best results on their own.Unless employers help all employees achieve their full potential,they r

317、isk limiting the health and well-being of their workforce,restricting their societal and economic contributions,and missing out on substantial value creation for their organization.Finally,leaders should address workforce health by taking a strategic approach,committing to making smart investments t

318、hat tackle both symptoms and root causes and measuring the impact of those investments over time.Returns on investment can be evaluated using customized metrics that extend beyond the traditional markers of sickness,absence,disease,safety and injury.A four-step approach to building an investment cas

319、e requires employers to understand the status of employee health and well-being within the organization,calculate the investment case opportunity,use pilot programmes to measure intervention effectiveness,and monitor improvements over time.Advances in data analytics and artificial intelligence(AI)of

320、fer substantial opportunities to integrate health metrics into core organizational strategies.For example,AI could be used to translate specific workplace safety information,customize health-emergency protocols for a building,or aggregate reputably sourced health tips and links into an employee news

321、letter.In conclusion,leaders should recognize that creating a healthier workforce is not an isolated goal but a foundation of organizational performance and resilience.By prioritizing employee health,organizations can transform work into a source of life enhancement,unlock human potential and reap f

322、inancial benefits.This report provides the evidence and tools for leaders to feel empowered and enabled to take those crucial steps today.Thriving Workplaces:How Employers can Improve Productivity and Change Lives36ContributorsWorld Economic ForumRuma BhargawaLead,Health and HealthcareAndrew MooseHe

323、ad of Health and WellnessJahanara RahemtullaLead,Health and HealthcareMcKinsey Health InstituteJacqueline BrasseySenior Fellow,McKinsey Health Institute;Co-Leader,Healthy Workforces;Director of Research ScienceBarbara Jeffery Partner,McKinsey&Company;Co-Leader,Healthy WorkforcesShail ThakerSenior Pa

324、rtner,McKinsey&Company Brooke WeddleSenior Partner,McKinsey&CompanyThe World Economic Forum and McKinsey&Company would like to acknowledge the valuable contributions of the following experts who contributed to the development of this document Ameena AdilehBusiness Analyst,McKinsey&CompanyMinke Bergs

325、maAssociate,McKinsey&CompanyYasper BosJunior Associate,McKinsey&CompanyErica CoePartner,McKinsey&Company;Co-Leader,McKinsey Health InstituteHans De WitteFull Professor Work Psychology,KU LeuvenIshan KhalsaEarly Careers Programme,World Economic ForumSophie MerckelbachEngagement Manager,McKinsey&Compa

326、nyRoxy MerkandResearch Science Specialist,McKinsey&CompanyElizabeth NewmanExecutive Editor,McKinsey Health InstituteWilmar SchaufeliEmeritus Professor,Work&Organizational Psychology,Utrecht UniversityFrdrique SchellekensFellow,McKinsey&CompanyLiseli SumbwanyambeAssociate,McKinsey&CompanyMaxime Velze

327、boerFellow,McKinsey&Company Case study contributorsAlessandra Del PinoDirector,Engagement and Growth,OnNadia El-SalantiOrganisational Psychologist,Novo NordiskCaroline FisherHead,Communications,AsicsLisa FujisawaGeneral Manager New Ventures,WellhubVlad GheorghiuCo-Founder and Chief Executive Officer

328、,Kyan HealthRogerio HiroseSenior Vice-President,New Ventures,WellhubDeepak JobanputraChief Sustainability Officer,VitalityJennifer KaczmarekVice-President;Head,Strategic Messaging and Engagement,Global Consumer Health Communications,BayerStephanie McCahonGlobal Propositions Manager,Swiss ReCaroline

329、MeledoVice-President;Head,Sustainability Integration and Inclusive Growth,Bayer Consumer HealthRyan MontgomeryHead,Sport Business and Governance,AsicsVerena SchrLearning and Development Manager,Swiss ReTobias SchiergensSenior Global Medical Officer,Swiss ReAcknowledgementsThriving Workplaces:How Emp

330、loyers can Improve Productivity and Change Lives37Endnotes1 Holistic health encompasses physical,mental,social and spiritual health.2 Wthrich-Grossenbacher,U.(2024).The Need to Widen the Concept of Health and to Include the Spiritual Dimension,International Journal of Public Health,vol.69.https:/doi

331、.org/10.3389/ijph.2024.1606648.3 Calculation assumes an eight-hour day for 250 working days a year over 45 years.4 Pryce-Jones,J.(2011).Happiness at Work:Maximizing Your Psychological Capital for Success.Wiley.5 Dewhurst,M.et al.(2022).Living longer in better health:Six shifts needed for healthy agi

332、ng.McKinsey Health Institute.https:/ al.(2023).Reframing employee health:Moving beyond burn-out to holistic health.McKinsey Health Institute.https:/ Calculation assumes an eight-hour day for 250 working days a year over 45 years;Brassey,J.et al.(2024).Working nine to thrive.McKinsey Health Institute

333、.https:/ Ungerman,D.,et al.,(2024).How to achieve great health for all?Start in your city.McKinsey Health Institute.https:/ Lund,S.,et al.(2021).The future of work after COVID-19.McKinsey Global Institute.https:/ Brassey,J.et al.(2022).Addressing employee burn-out:Are you solving the right problem?McKinsey Health Institute.https:/ Moose,A.,Enomoto,K.,Harris,E.(2024).Brain gain:How improving brain