workplace health & wellbeing strategy

bringing it all together

health conditions and your workforce

1 in 6 people (18%) of people aged 16-64 are disabled, 1 in 3 (31%) of people aged 16-64 have a long-term health condition and 1.8 million employees on average had a long-term sickness absence of four weeks or longer.

The cost of workplace injury and ill-health costs employers on average, £3.0bn per year, with indirect costs almost incalculable.


16 to 64 year olds

0 %
have a disability
0 %
have a long-term health condition

unite, engage, and empower your colleagues

develop health & wellbeing strategy that works

Evidence shows us that workplace health & wellbeing strategy is effective when it is data-driven, and properly implemented.

data drives strategy

clarify your business objectives

Research shows that clarifying your business objectives is key to success (Sorensen et al., 2018). If we think back to the four key areas that wellbeing affects the workplace (intention to leave, sickness absence, engagement, productivity), we can address the most pressing first, if that’s your preferred strategy. However, keep in mind that there is a lot of overlap with workplace wellbeing.

That being said, sometimes starting with one thing is better so that you can test and learn, rather than jumping into a full-blown culture shift.

data drives strategy

get stakeholder buy-in

Getting stakeholder buy-in for your health & wellbeing is crucial to the project’s ultimate success – not just in terms of getting your ideas off the ground, but in terms of maximising adoption across the business.

Continually re-visit stakeholders with what you’re uncovering throughout the creation of your workplace health & wellbeing strategy.

Leaders and rolemodels are often important in the success of your strategy and form a large part in driving the culture and engagement created.

Remember – the ultimate goal is progress, not perfection.

data drives strategy

create data

Data should be a fundamental part to an organisation’s health and wellbeing strategy. Collecting non-identifiable data can allow the organisation identify modifiable health risks, monitor and react to trends, and measure the effectivess of interventions.

With the collection of data, areas of intervention can be identified to support the health and wellbeing of employees. The importance of data as a tool for the general review of successful strategy, as well as the evolution of the organisation in its lifecycle, is critical to an organisation’s long-term success.

Data is often an incredibly useful tool when re-visiting stakeholders.

bespoke to your workforce

understand the modifiable health risks to your workforce

Once you’ve collected data on your workforce using robust and effective measurement tools, you should have a clear view of where the health risks lie with your workforce.

Take the time to review, learn, and understand what the issues are. For example, your employees may score highly on the job stressfulness and highly on work engagement. This is a recipe for burnout. 

Do you know why this is happening, or where this is coming from? Are all of the potential variables understood?

bespoke to your workforce

develop interventions

Explore interventions and tools you have access to (possibly through your employee benefits insurances) and create an inventory of care pathways. Identify which ones may be appropriate for the health risks you’ve identified earlier.

Using our burnout example, perhaps look at individual level interventions that have shown to be effective, such as: staff training, workshops and cognitive-behavioural programs

bespoke to your workforce

communicate the strategy clearly and consisely

How do you go about communicating your strategy in a way that engages everyone it touches, and makes sure to get maximum awareness?

Be creative and have fun with it! Want to send out a care-package to each employee with instructions on how to get involved? Try it.

Rather have a roadshow or big presentation? Give it a go.

Be passionate when communicating the message and always look for feedback. Culture filters downwards and doesn’t happen overnight.

We do workplace health & wellbeing properly

what can we do for you?

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measure and manage sickness absence in the places it counts

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