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Workplace Wellbeing Census Full Report 2021

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Workplace Wellbeing Census Full Report 2021 Bu~ Workplace Wellbeing Census. A roadmap to workplace recovery. May 2021. Contents. I Foreword 3 I Executive Summary 5 I Introduction and outlook 8 Section one: 13 I Creating a workplace of the future Section two: 19 I Tackling wellbeing challenges Section three: 25 I Engagement with wellbeing services Section four: 30 I Change for the long-term Foreword. Mark Allan Commercial Director, Bupa UK Insurance It’s impossible to overstate the Bupa’s 2021 Workplace Wellbeing impact of the COVID-19 pandemic Census uncovers a number of on business over the last year. ‘wellbeing gains’ resulting from Organisations in all industries working through the pandemic. have had to adapt and evolve More than 4,000 employees were in the face of the crisis, while surveyed across all industries, working against a backdrop of nations and regions to gain a major economic uncertainty. comprehensive view of the impact And this has clearly taken its toll, that the pandemic has had on the as disappointingly our research nation’s workers. These results have suggests that cases of bullying been compared to our last study, negatively affecting employee conducted at the end of 2019 before wellbeing are now double their levels the pandemic hit, to provide a in 2019 in the nation’s workplaces. benchmark for how businesses have As we look towards a period changed over the time and what of recovery and regrowth, employees want going forward. we should celebrate positive Employees report that they’re actions that employers have beneftting from the ability to work managed to take over the last year. from home, a healthier work-life For example, many businesses balance and diminishing accessibility have seen the benefts of enabling issues. And, importantly, businesses remote working for the long-term, are now able to better understand and bringing traditionally in-person the needs of their employees. services online. Many are improving their wellbeing While it’s been a gruelling year provision, offering better information for all organisations, workplace and support, or providing access to wellbeing is one important area health services. where the pandemic has fuelled progress. Work plays a crucial part in most people’s lives, and not just in providing a source of income. At Bupa, we know It can give us a sense of purpose that a focus on and achievement, boost our self-esteem, and provide an wellbeing allows opportunity to socialise and build friendships with our colleagues at businesses and their a time when so many have been people to thrive. isolated. At Bupa, we know that a focus on wellbeing allows businesses and their people to thrive. Foreword. Page 3 So, our Workplace Wellbeing Census shows And with happier people comes better that there’s a lot for employers to be proud performance, better staff attraction and of after the diffculties of the last 12 months, retention, fewer sick days, and a more which many will be hoping to carry forward. diverse and inclusive workforce. We know that employees now want to see For many businesses, there is now not just the wellbeing gains they’ve enjoyed taken an opportunity for recovery, but for renewal. forward for the long-term – believing that Employee wellbeing can, and should, they should become part of both wellbeing be the central tenet of any organisation’s packages and, indeed, normal working life. COVID-recovery plan – and its culture too. And, with a return to normality likely to be Success in a post-pandemic working world a lengthy process, businesses will need to lies with the businesses who take this continue managing uncertain and changing once-in-a-generation opportunity for workplace dynamics. change: Progress made now will reap By seizing the wellbeing opportunity rewards in the future. presented by the pandemic, there are numerous benefts to be found. Firstly, employers can build a happier and more mentally resilient workforce. Employee wellbeing can, and should, be the central tenet of any organisation’s COVID-recovery plan – and its culture too. Page 4 Foreword. Executive Summary How has the pandemic affected employee wellbeing? Employee health is vital to every business, and over the last year in particular, many employees have come to expect that their employer cares about their health. At Bupa we know that a happy, healthy workforce is a positive one: employees who feel that their organisation takes an interest in and prioritises their wellbeing are more likely to be engaged, motivated and loyal. But the ability to provide wellbeing support has been signifcantly challenged over the last twelve months. With multiple stay at home orders issued throughout the year, a signifcant proportion of the workforce have spent little or no time in their physical workplace, without seeing their colleagues face to face. This has raised a question for conscientious employers: How do you foster a culture of wellbeing in a team or organisation spread across the country, or even the world? The impact of workload on 78% mental health The number has signifcantly of employees decreased to 27%, reporting good down from 36% mental health at in 2019 work has increased from 76% to 78% . ,.,, .. - .. \.~ r ' , '- ·I· And employers . ,., 46% have a greater 4\~~- I, I Nearly half understanding of - -• (46%) claim that mental health -~ wellbeing services (according to 36% ~.~ 7" of the workforce) ' have improved . ~ ~ FIG: Wellbeing gains made in 2021. Executive Summary. Page 5 What does the future of wellbeing look like? Employees are With social distancing measures easing, and looking to take plans for a return to some form of “normality” some of the benefts pencilled in for later in 2021, can employers expect to return to pre-pandemic ways of lockdown, of working? such as the option To put it simply, it’s highly unlikely. Employees are looking to take some of the to work from home, benefts of lockdown, such as the option to back into post- work from home, back into post-COVID working life. COVID working life. Our report shows that organisations have been able to make a number of wellbeing gains over the last year, from inclusivity to better work-life balance, which people will be keen to see remain in place. What wellbeing services do employees want from their employers in the next 12 months? Increased working from home 49% More flexibility in terms of working patterns and hours 33% More emphasis on supporting employee mental health 32% More flexibility for parents or those with 27% caring responsibilties Initiatives to help keep up sta morale 25% Better work-life balance 16% NET: any initiative More virtual health services provided by your employer 14% I 69% More policies to ensure diversity and inclusion 14% More time o for health appointments 6% Better job accessibility for those with 2% physical disabilities More focus on women’s health needs 1% Other 2% 0% 10% 20% 30% 40% 50% 60% FIG: The wellbeing services employees want from their employers in the next 12 months. Page 6 Executive Summary. Four wellbeing learnings businesses can take from the pandemic: 1. Favour fexibility 3. Accessibility is key J The majority of us have experienced a J We’ve seen a marked increase in the change in our working life as a result of number of health and wellbeing services the pandemic whether it’s the end of our offered by businesses over the last year, commuting lives, changes to job roles, and our study recognises that employees or the industries in which we work are generally pleased to be offered them, J Some of these changes are perceived even if they haven’t had to use them yet as positive: amongst employees, J Most say that their employer has the availability of remote working, introduced some form of initiative in the opportunity not to have to travel to response to the COVID-19 pandemic and the offce, and fexible working patterns many hope that these changes will are all wellbeing gains that were become permanent considered an incentive, offered by J Taking this health-frst approach to some employers pre-pandemic people management moving forward, J But there’s still work to be done. and ensuring employees have access to For organisations planning their route help for both mental and physical health out of the pandemic, and back to the concerns will see employers enjoying workplace, making sure the wellbeing greater productivity, reduced turnover and gains brought about by COVID-19 remain reduced absences, which all makes for a part of reality will enable more employees more successful business environment to work in a way that makes them feel 4. Culture, diversity and inclusion comfortable and empowered to put as much into their work as possible J Organisations with diverse and inclusive workplaces boast a number of benefts; 2. Put mental health recovery at the top not only does it make for happier working of the agenda conditions for employees, it also opens J The mental health impact of the pandemic them up to new ideas, innovation, and has been enormous, not just in a work greater understanding of the world setting, but for individuals suffering from they serve isolation, bereavement or health anxiety. J We must increasingly put diversity at the As we transition back into pre-COVID top of the agenda. Some ground has been ways of working, we need to keep the made over the last year, as one in seven mental health of people front of mind employers (14%) has introduced policies J Where initiatives such as line manager to ensure diversity and inclusion in the training, teaching resilience and appointing past 12 months, but there’s demand from mental health frst aiders were making a their people that they keep up with these signifcant impact on managing mental initiatives moving forward health in the physical workplace, organisations now need to rethink the way that they manage mental health, to accommodate the new ways of working brought about by the pandemic Executive Summary.
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