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GET ENGAGEDHOW A HEALTHY CULTURE CAN DRIVE GREATER EMPLOYEE COMMITMENT AND ENGAGEMENT
Our scientifically developed, independently proven program (formerly the
GCC) takes employees on a journey that fundamentally improves their
relationship with exercise, nutrition, sleep and psychological wellbeing.
Virgin Pulse Global Challenge draws upon the latest aggregated health information and outcomes
shared by more than two million employees who have successfully completed the Global Challenge’s
award-winning, 12-month health and performance program.
These insights, from 5,500 of the world’s leading companies across 185 countries and combined
with the latest independent research, provide employers with new perspectives and practical
recommendations to improve the health and performance of their workforce.
ABOUT VIRGIN PULSE GLOBAL CHALLENGE
CONTENTS ABOUT VIRGIN PULSE GLOBAL CHALLENGE 2
OUR EXPERTS 3THE VIRGIN PULSE PANEL
STATE OF THE NATION 4KEY METRICS OF BUSINESS SUCCESS
EMPLOYEE ENGAGEMENT DEFINED 5WHAT ENGAGEMENT IS – AND ISN’T
STRESS – THE HIDDEN ENEMY 6TACKLE AN INVISIBLE THREAT
USE CULTURE TO DRIVE EMPLOYEE ENGAGEMENT 8WHAT BUSINESS CAN DO
EMPLOYEE ENGAGEMENT AND PRODUCTIVITY – THE LINK 9CONNECT THE DOTS WITH DATA
RE-ENERGISE YOUR TEAM 11ENGAGE YOUR EMPLOYEES FOR BETTER BUSINESS OUTCOMES
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OUR EXPERTS
“No company, small or large, can win over the long run without energised
employees who believe in the mission and understand how to achieve it.”
Jack Welch, author and former CEO of General Electric
Jack Welch is considered one of the
most influential business minds of
his time. He led General Electric (GE)
through two decades of solid financial
results and famously attributed
continued growth and success to three
key metrics: customer satisfaction,
cash flow – and employee engagement.
“Soft culture matters as
much as hard numbers,”
says Jack Welch
In 2016, 77% of Global Challenge
clients cited employee engagement as
the workplace performance issue they
would most like to improve.1
As one client succinctly put it:
“I’m tired of looking out from my
office and seeing everyone on
Facebook, avoiding each other,
pretending to work. I want to
change it.”
This report explores the connections
that exist between engagement,
culture and workplace performance.
It arms employers who want change
and improvement with expert advice,
then demonstrates related business
outcomes with data-driven insights.
This report is based on the responses
of 11,051 employees from 25
organisations in 63 countries.
In 2015, these employees completed
the Global Challenge’s 100-day health
program and answered a survey that
was developed in consultation with
US-based Stanford University in order
to better understand and improve
employee engagement.
THE RESULTS SHOW: 1. THE RELATIONSHIP
BETWEEN AN EMPLOYEE’S HEALTH AND THEIR ENGAGEMENT LEVELS
2. THE RELATIONSHIP BETWEEN ENGAGEMENT AND PRODUCTIVITY
1. Global Challenge Client Survey. Published 2016.
Dr Cynthia Ackrill is a leader in the field of stress management
and a consultant for the Global Challenge’s psychological
wellbeing module, Balance.
As a physician trained in neuroscience, wellbeing and
leadership coaching, she is an expert in the critical
relationships between lifestyle choices, performance
capacities, and leadership effectiveness.
She travels the world to teach better ways to lead
and thrive in the face of stress and constant change.
DR CYNTHIA ACKRILL
Dr David Batman is a member of the Science Advisory
Board for Virgin Pulse Institute. He has been a medical
practitioner for more than 40 years and a registered Specialist
Occupational Health Consultant for the last 30 years.
Before joining Virgin Pulse, he was GCC’s Chief Medical
Officer. And previously, Head of Occupational Health and
Safety for Nestlé in the UK and Ireland.
His expertise covers risk assessments, health surveillance,
return to work and rehabilitation procedures; he has a special
interest in psychological health at work.
DR DAVID BATMAN
Dr Olivia Sackett is Virgin Pulse’s Data Scientist. She has
a doctorate in biostatistics and population research, as
well as experience consulting for business and government.
Her work has also been featured in internationally
peer-reviewed journals. At Virgin Pulse, she successfully
combines her passion for big data with the drive to have
a positive impact on the world.
DR OLIVIA SACKETT
STATE OF THE NATION
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“Engagement is the level of emotional commitment an employee has to the organisation and its
purpose. It influences their work efforts and behaviour and can do so for better – or for worse.”
Dr Cynthia Ackrill, consultant for the Global Challenge’s psychological wellbeing module
Visionary leaders like Jack Welch value
employee engagement. It is valuable
to the bottom line – and may make an
employee’s job more enjoyable.
Yet Gallup reports that employee
engagement is “stagnant” in the US.
Their 2015 pulse-check reveals that
more than half of US employees
(50.8%) are not engaged, while a
further 17.2% are actively disengaged.2
Outside the US, Deloitte’s Global
Human Capital Trends report confirms
that engagement is the single most
important issue facing organisations.3
This is because disengaged employees
cost USD $450 billion to $550 billion
per year in lost productivity, according
to Gallup.4
Dr Ackrill – a physician trained in
neuroscience, wellbeing and leadership
coaching, as well as an expert
consultant for the Global Challenge’s
psychological wellbeing module –
offers a reason for these worrying
numbers.
“The problem for many organisations
is that our current business culture
often overlooks the intrinsic nature
of engagement,” she says.
“There’s far too much external, carrot
and stick type motivation. When
really, intrinsic motivation is the more
powerful drive for human behaviour.
Especially true of the complex
behaviours needed for engagement.”
Employee engagement is intangible.
It’s intrinsic, specific to each employee.
And its nature varies from the CEO’s
office to the customer service desk.
It’s not an external business asset that
can be produced overnight, according
to Dr David Batman, a member of
the Science Advisory Board for
Virgin Pulse Institute.
2. Adkins A. Employee engagement in U.S. stagnant in 2015. Gallup. 2016. Available here. 3. Deloitte. Global Human Capital Trends 2015: Leading in the new world of work. P 4. Deloitte University Press. 2015. Available here.4. Garman K. Sorenson S. How to Tackle U.S. employees’ stagnating engagement. Gallup. 2013. Available here.
EMPLOYEE ENGAGEMENT
“If businesses put too
much of a priority on their
bottom lines rather than
their people, they may
end up with a stressed
workforce – not an
engaged one – which may
negatively impact their
bottom line.”
Dr David Batman, member of the Science Advisory Board, Virgin Pulse Institute.
Stress is one of the main reasons
why employees may not connect
emotionally in their workplace,
according to Dr Batman. With
more than 40 years of clinical
experience, he is a registered
Consultant Specialist in
Occupational Health and has a
particular interest in psychological
health at work. He sees the same
pattern time and again:
“Stressed workers
are almost always
disengaged,”
says Dr Batman
“The stress itself can come down
to a number of things: a lack of
opportunity for career growth, poor
management, a lack of concern for
employee wellbeing, even stress
from home life.
“But regardless of the source,
all these things contribute to
disengagement in the workplace.
Remember, we’re dealing
with employee attitudes and
behaviours. If they aren’t positive,
then business outcomes are less
likely to be positive. It’s a cycle,
and both elements – human and
organisational –
trigger and reinforce one another.”
STRESS – THE HIDDEN ENEMY
“Engagement is about positive
employee attitudes, and behaviours
that lead to improved business
outcomes,” he says. “An organisation’s
role is to create a culture that makes
the workplace a humane place,
somewhere people can do their
best work.”
DISENGAGED EMPLOYEES COST USD $450 BILLION TO $550 BILLION ANNUALLY4
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USE CULTURE TO DRIVE ENGAGEMENT
¢ FACTORS THAT CAN NEGATIVELY IMPACT ENGAGEMENT
STRESS AND PSYCHOLOGICAL HEALTH ISSUESThe biggest problem affecting an increasing
number of people, and still growing.
BUSINESS ISSUESE.g. Job design, work relationships,
trust and uncertainty.
PERSONAL ISSUESE.g. Family, debt, relationships,
substance abuse.
PHYSICAL HEALTH DECLINEE.g. Chronic ill health, major
illness diagnosis.
¢ STRESS AFFECTS THE BRAIN AND BODYDr Ackrill further explains the scientific link between stress and poor results in the workplace:
“When employees are stressed, they don’t have access to their
full brainpower,”
says Dr Ackrill
“The stress reaction systems hijack blood from the frontal lobe to send to the legs, so all the
executive functions that are critical to productive industry – creativity, motivation, judgement,
perspective – are compromised.
“To further complicate this issue, self-awareness is decreased during times of stress, so employees
may not even realise how compromised they are.
“They’ll just stay in the vicious cycle of stress, disengagement, missed deadlines – and poor
results.”
Cultures that promote wellbeing, safety and human connection
drive engagement and ultimately become more competitive,
according to Dr Ackrill.
“Unfortunately, common business practices and cultures are
actually compromising their best potential, not nurturing it,”
she says.
“What we need to do is help people get to a state of flow more
readily – that’s the place where you are productive, time seems
suspended, ideas flow easily, focus is effortless and – most
importantly – effective work gets done to achieve the overall
business objectives.
“If you’re going to get the most out of your team, then you
really need to foster this. You need to create an environment
that isn’t compromised by stress or any other energy drain.”
Dr Batman agrees that prioritising health – both physical and
mental – is arguably one of the most import prerequisites to
engagement. And that improving this element of workplace
culture will provide notable return.
He says: “As well as being happier, healthier and more
committed, research shows that engaged employees have
fewer sickness absences, suffer less presenteeism, and are
less likely to get involved in conflicts and grievances. In this
environment, productivity should increase.”
YOUR ENGAGEMENT CHECKLIST• Promote values-based leadership that drives
intrinsic motivation and empowers employees
with a sense of:
− Mastery (doing the job well)
− Autonomy (doing the job with relative freedom)
− Purpose (doing the job for a cause or vision)5
• Foster connections between employees
• Proactively manage stress and psychological wellbeing
• Create a space where it’s safe to ask for help
and support
• Promote self-care behaviours
5. Pink D. The Puzzle of Motivation. Ted Talks. 2009. Available here.
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FIGURE 2. INCREASE IN ENGAGEMENT AND PRODUCTIVITY (POST-GCC)
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(global participant set; n = 87,471, p < 0.001)(optional question set; n = 11,052, p < 0.001)
Figure 2 focuses on the increases in productivity
and engagement after a workplace health
intervention.
“After participating in the Global Challenge,
employees were more engaged and more
productive,” Dr Sackett adds. “This is very
encouraging, since it shows that businesses
can really benefit when employees focus
more attention on their health and wellbeing.”
¢ FIGURE 2. INCREASE IN ENGAGEMENT AND PRODUCTIVITY (POST-GLOBAL CHALLENGE)
ENGAGEMENT (0-100)
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FIGURE 1. HIGHER ENGAGEMENT = HIGHER PRODUCTIVITY (PRE-GCC)
(n=1,057) (n=1,593)(n=296) (n=665) (n=7,113)
R2 = 0.994, p=0.006
In 2015, in conjunction with Stanford University,
the Global Challenge surveyed 11,051 employees
from 25 organisations and 63 countries about
employee engagement. Figure 1 confirms the
connection between their productivity and
engagement levels.6
“The data shows that employees with the highest
engagement levels also reported feeling more
productive,” explains Virgin Pulse’s Data Scientist,
Dr Olivia Sackett. “In other words, those who
were connected with their workplaces reported
better outputs.”
ENGAGEMENT & PRODUCTIVITY – THE LINK
6. Based on the responses of 11,051 employees who completed the Global Challenge’s 100 Day health program. 2015.
¢ FIGURE 1. HIGHER ENGAGEMENT = HIGHER PRODUCTIVITY (PRE-GLOBAL CHALLENGE)
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ABOUT VIRGIN PULSE
FIND OUT MORE AT:
virginpulse.com
globalchallenge.virginpulse.com
Virgin Pulse, part of Sir Richard Branson’s famed Virgin Group,
helps employers create workforces that are happier, healthier
and ultimately more productive in all aspects of their personal
and professional lives.
The company’s modern, mobile-first platform delivers a
personalised user experience that utilises gamification to
engage users in building habits that inspire meaningful and
measurable change across individuals and the business.
By helping employees thrive at work and in all aspects of life,
Virgin Pulse is helping change lives and businesses for good.
Unlike narrowly focused employee health solutions,
Virgin Pulse’s solutions span the full wellbeing spectrum –
from traditional wellness to strategic wellbeing – providing
organisations with solutions that are appropriate for them
today and tomorrow.
More than 2,200 organisations representing many
of the Fortune 500 and Best Places to Work have selected
Virgin Pulse’s solutions to engage their workforces and drive
their businesses forward.
RE-ENERGISE YOUR TEAM NOWThe data in this report shows that healthy,
engaged employees are productive employees.
Employee engagement may be intrinsic, but
employers can create a culture that connects
it to better business outcomes.
BOOST ENGAGEMENT WITH A WHOLE-OF-PERSON APPROACH THAT: • Encourages self-care behaviours
• Promotes values-based leadership
• Fosters connections between employees
• Links individual talents to wider
organisational goals
Find out more about the Global Challenge Program – and how
it can improve engagement in your workplace.
¢ DISCOVER DEEP DIVE REPORTS
Our Deep Dive Reports empower you to make better
business decisions. They provide evidence of the health and
performance challenges that matter in your organisation.
Then benchmark you at industry and global level for a wider
perspective and competitive advantage.
Click here for more information about our Deep Dive Reports.
Then make better business decisions across the board
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