HEALTH & WELL-BEING

HEALTH & WELL-BEING | World Economic Forum | Promoting Health and Well-Being: Employer Strategies for Encouraging Healthy Weight and Metabolic Wellness | This report outlines how employers can take action to promote health and well-being in the workplace, focusing on the prevention and management of obesity and cardiometabolic diseases. Discover the critical strategies for improving employee health, increasing productivity, and contributing to societal well-being.

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Introduction

The global surge in obesity and cardiometabolic diseases (CMDs) presents a critical challenge to public health, economies, and societies. Employers who engage with over 1.3 billion workers globally have a unique opportunity to foster healthier workplaces that mitigate these risks. Investing in health initiatives supports better employee health outcomes and enhances morale, productivity, and engagement while reducing medical costs. This report provides a comprehensive guide for employers looking to improve workplace health, focusing on emerging strategies to manage weight and cardiometabolic wellness through innovative technologies and partnerships.

Key Insights

• The Urgency of Addressing Obesity: Globally, over 1 billion people live with obesity, a figure expected to nearly double by 2035. Obesity and CMDs significantly increase healthcare costs, leading to $18 trillion in projected global economic costs by 2060. Global trends in obesity and CMDs are pushing health systems and employers to find solutions that can prevent these issues from escalating further.

• Workplace Impact on Health: Employees spend one-third of their week at work, where sedentary behaviour, stress, and long hours can contribute to weight gain and metabolic issues. Workplaces that fail to address these risks face increased absenteeism, presenteeism, healthcare costs, and reduced productivity and employee satisfaction.

• Benefits of Investing in Employee Health: Organisations that prioritise weight and cardiometabolic health see improvements in employee engagement, satisfaction, and team culture. These initiatives can reduce absenteeism by addressing common risk factors like high blood pressure and cholesterol, ultimately saving on healthcare costs.

• Holistic Health Approaches: Leaders combine technologies like predictive analytics, behavioural science, and gamification to enhance workplace health programmes. Emerging models focus on integrating health monitoring tools with personalised interventions, empowering employees to manage their health more effectively.

• Barriers to Success: Implementing global health initiatives presents challenges, including cultural differences, data privacy regulations, and varying healthcare systems. Employers must navigate these complexities to ensure the success of workplace health programmes across different regions and populations.

Recommendations

• Implement Health Risk Audits: Conduct regular audits to identify how work culture, practices, and environments impact employee health. Evaluate how working conditions contribute to sedentary behaviour or stress and address these factors through tailored interventions.

• Leverage Technology for Personalised Interventions: Use predictive analytics and digital health platforms to give employees personalised health insights. Integrate tools that monitor physical activity, nutrition, and cardiometabolic health, allowing for proactive interventions that improve overall well-being.

• Foster a Culture of Health and Inclusion: Promote health as a core organisational value by aligning well-being initiatives with company culture. Train managers to support employee health initiatives and create environments where healthy behaviours are encouraged through flexible work arrangements and incentives.

• Address Global Implementation Challenges: Adapt health strategies to local contexts by considering cultural sensitivities and regional healthcare infrastructures. Ensure that global health initiatives are flexible and tailored to meet the diverse needs of employees across different geographies.

• Monitor and Measure Outcomes: Regularly track participation, satisfaction, and health outcomes using anonymised data to evaluate the effectiveness of health initiatives. Adjust programmes as needed to maximise their impact on employee health and productivity.

Conclusion

Employers can significantly improve employee well-being, reduce healthcare costs, and contribute to a healthier society by adopting a proactive, data-driven approach to workplace health. Integrating weight and cardiometabolic health management into organisational strategies enhances productivity and resilience while addressing one of the most pressing global health challenges. Now is the time for HR leaders and business executives to champion a healthier workforce and workplace culture.

PEOPLE EXPECTATIONS

PricewaterhouseCoopers | Global Workforce Hopes and Fears Survey 2024 | This report uncovers key insights from PwC’s Global Workforce Hopes and Fears Survey, highlighting how leaders can engage employees amidst change. Discover actionable strategies to foster resilience, empower innovation, and fuel performance in a rapidly transforming workplace.

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Introduction

With more than 50% of employees reporting that the pace of change at work feels overwhelming, the need for leadership support is urgent. PwC’s Global Workforce Hopes and Fears Survey finds that while many workers are open to learning new skills and embracing emerging technologies, uncertainty about job security and the purpose behind change remains high. Leaders must act now to turn this uncertainty into opportunity, ensuring employees are ready to adapt and excited about the future. This report offers six critical actions to help leaders foster a change-ready, resilient, and future-fit workforce.

Key Insights

• Too Much Change, Too Fast: More than 50% of employees say they are overwhelmed by the speed of transformation within their companies, contributing to rising stress levels and disengagement. Increased workloads, new technologies, and evolving job roles burden workers. Leaders must prioritise pacing transformations and offer more transparent communication to ease this burden and prevent change fatigue from eroding performance.

• Resilience is Critical: Despite current pressures, nearly 60% of employees remain optimistic about their company’s future. However, this optimism is tempered by stress related to job insecurity, workload increases, and financial concerns. Leaders must build resilience across the organisation to maintain employee engagement and well-being. Creating a culture of transparency, empathy, and work-life balance is critical to fostering resilience in an environment of constant change.

• GenAI Adoption: 61% of employees have experimented with GenAI in the past year, but daily or frequent use remains limited. Leaders must encourage greater adoption of GenAI by providing access, removing barriers, and offering upskilling opportunities. GenAI can increase efficiency and innovation dramatically, but only if employees feel confident and empowered to use it regularly.

• Skill Building is a Top Priority: Almost 50% of employees say that opportunities to learn new skills are critical in deciding whether to stay with an employer. With 46% of workers feeling their employers do not provide enough opportunities for skill development, leaders must prioritise upskilling programs that reach all levels of the organisation. Providing employees with a clear growth pathway is critical for retention and performance.

• Employee Experience is Key to Retention: There are significant gaps between what employees value most—fair pay, flexibility, and meaningful work—and what they are experiencing in their current roles. 82% of employees rated fair pay as extremely important, but fewer than 60% believe they are fairly compensated. Leaders must work to close these gaps by addressing core elements of the employee experience to keep their workforce engaged, motivated, and performing at their best.

Recommendations

• Lead with Empathy and Transparency: In an era of rapid change, leaders must ensure their employees feel supported, informed, and valued. Regularly engage employees with clear, empathetic communication, ensuring they understand the reasons for change and how it impacts their roles. Leaders should communicate openly about challenges and set realistic expectations to prevent burnout and demotivation.

• Empower Employees to Drive Innovation: To unlock the full potential of GenAI and other technologies, employees need the freedom to experiment and innovate. Encourage a culture of citizen-led innovation where employees feel empowered to propose new ideas, test innovative approaches, and reshape how work gets done. Provide opportunities for hands-on learning and create spaces where experimentation is valued.

• Prioritise Skill Building: Upskilling is not just a perk but a business imperative. Implement comprehensive upskilling programs that offer all employees, regardless of their role or level, the opportunity to develop the skills they need for the future. Ensure upskilling opportunities are aligned with the organisation's evolving needs and are actively integrated into employees’ daily work routines. This will retain talent and ensure the workforce remains competitive and adaptable.

• Enhance the Employee Experience: Employees who feel valued, compensated fairly, and engaged are likelier to stay with their employer and contribute at their highest level. Close the gap between employee expectations and their current experience by focusing on critical areas such as fair pay, flexible work arrangements, and opportunities for meaningful, purpose-driven work. Investing in technologies that streamline workflows and reduce administrative burdens will help employees focus on more fulfilling tasks.

• Build Resilience Through Support: Resilience is critical to navigating change, and middle managers play a crucial role in fostering this across teams. Provide middle managers with the tools and training to support their well-being while helping their teams manage change. By equipping managers with the right resources, organisations can strengthen resilience at every level and ensure that managers and their teams remain engaged and productive.

Conclusion

The future of work is full of opportunities, but only for organisations that can successfully engage and support their workforce through ongoing change. Leaders can transform today's challenges into opportunities by fostering resilience, empowering innovation, and prioritising employee well-being. Now is the time to act—building a workforce that adapts to change and drives it with enthusiasm and innovation.

PEOPLE SUSTAINABILITY STRATEGY

Harvard Business Review | A “Growth-at-All-Costs” Mindset Can Stall Your Company | Many organisations are stalling because they prioritise short-term gains over long-term people investment. This article reveals how focusing on human sustainability—employee well-being, development, and inclusion—can transform businesses into growth powerhouses. Learn how to avoid the burnout trap and create a thriving organisation with lasting success.

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Introduction

In today’s fast-paced business environment, growth is often prioritised above all. Sustaining business growth is more complex than ever, with only 15% of top-performing companies maintaining growth over three decades. The key differentiator? Human capital. Research shows that companies with a strong focus on employee well-being, diversity, and skill development consistently outperform their competitors. This article highlights the critical role of human sustainability in driving long-term success, outlining five questions every leader should ask before rolling out their next growth initiative. Shifting the focus from short-term gains to a people-first strategy is essential to thrive in today’s rapidly changing world.

Key Insights

• Human Capital as the Foundation of Growth: Sustainable growth hinges on the quality and engagement of employees. With a 27% CAGR and 61% market share in AI chips, Nvidia has shown that a strong employee experience drives business results. Their ranking as #2 on Glassdoor’s Best Places to Work in 2024 illustrates how top-tier companies prioritise people to sustain performance.

• Human Sustainability Drives Results: Although 76% of organisations recognise the importance of human sustainability, only 10% have robust strategies to support it. Companies focusing on well-being, skill development, and a sense of purpose enjoy more robust performance and long-term resilience. Leaders must make employee well-being central to their growth strategies to succeed in today’s competitive environment.

• Diversity Fuels Innovation and Profit: McKinsey’s research reveals that companies with diverse leadership teams are 9% more likely to outperform their peers. Diversity brings new perspectives that fuel innovation and adaptability, allowing companies to navigate challenges more effectively. Creating a truly diverse and inclusive workplace is not just a moral imperative—it’s a business advantage.

• Caring for Employees Boosts Retention and Performance: Only 24% of employees feel their organisation cares about their well-being. Yet, those who feel supported are 69% less likely to look for a new job and 71% less likely to experience burnout. Prioritising employee care builds loyalty, enhances productivity, and reduces turnover.

• Well-Being Programs Pay Off: Investing in employee mental health and well-being has a proven return on investment. Companies with high wellness scores in the S&P 500 appreciated by 235% over six years, far outpacing the broader index. In a separate study, every dollar invested in wellness programs at a Fortune 100 company yielded a $1.50 return. The evidence is clear: well-being drives both employee performance and financial success.

Recommendations

• Make People Central to Growth Strategies: Move beyond headcount planning and treat employees as strategic assets. Invest in upskilling and offering continuous learning opportunities that prepare employees for future roles. Companies like Nvidia demonstrate how a strong focus on employee growth fuels overall business success.

• Cultivate Diversity for Long-Term Success: Diverse leadership leads to better decisions and more robust financial outcomes. Establish clear DEIB goals and integrate them into your company’s culture, values, and processes. A diverse and inclusive team improves innovation and attracts top talent.

• Redefine Productivity with Well-Being in Mind: Shift the focus from extracting more from employees to optimising their potential. Create a work environment that fosters creativity, collaboration, and mental health. Employees who feel cared for perform better and stay longer, reducing turnover and increasing loyalty.

• Ask “What’s in it for All”: Align your growth initiatives with individual and collective goals. When launching new projects, leaders should balance personal benefits (WIIFM) with organisational impact (WIIFA). This approach ensures employees feel motivated by a shared purpose and are more likely to drive innovation and performance.

• Evolve Your Well-Being Metrics: Generic well-being programs no longer cut it. Customise your approach by offering tailored support that meets the unique needs of different roles and locations. Personalise mental health offerings, hybrid work policies, and wellness incentives to make a more significant impact. With mental health costs reaching $1 trillion globally, investing in well-being is a business-critical decision.

Conclusion

The future of sustainable business growth lies in human sustainability. Companies that invest in employee well-being, diversity, and development will outperform their competitors and create a workplace where people thrive. By integrating human sustainability into growth strategies, leaders can build resilient, innovative organisations that succeed in the long run. Now is the time to shift from a growth-at-all-costs mindset to one that nurtures employee and business outcomes. The path to long-term success starts with people.

RESPONSIBLE AI

The Future of Privacy Forum | Best Practices for AI and Workplace Assessment Technologies | This research explores best practices for integrating AI tools into workplace assessment, particularly in hiring and employment decisions. It provides essential guidance on non-discrimination, responsible AI governance, transparency, data security, and human oversight. Organisations implementing these recommendations can mitigate risks while leveraging AI for better hiring outcomes. Learn the actionable steps to enhance fairness and accountability in AI-driven HR processes.

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Introduction

AI has revolutionised hiring and employment decisions, offering efficiencies and broader access to talent. However, without robust governance and ethical practices, AI tools can unintentionally perpetuate bias and create risks for organisations. As the regulatory landscape evolves and public scrutiny of AI ethics intensifies, HR leaders and executives must adopt best practices that ensure AI-driven decisions are fair, transparent, and compliant. This summary highlights the key steps to protect your organisation from potential risks while unlocking the full potential of AI for better recruitment, promotion, and talent management outcomes.

Key Insights

• Bias Testing: if left unchecked, AI tools can unintentionally perpetuate biases in the data they are trained on. This could result in unfair hiring decisions and even legal challenges. Regular bias assessments are essential to detect and mitigate these risks, ensuring that AI-driven hiring processes promote diversity and equity. Organisations should implement a rigorous testing protocol before deployment and conduct periodic reviews to ensure ongoing compliance with anti-discrimination laws.

• Governance Frameworks: A responsible AI governance framework is essential for managing AI tools across their entire lifecycle—from development to deployment and continuous monitoring. Establishing clear roles, responsibilities, and accountability structures within your organisation helps ensure that AI tools are used ethically and effectively. Governance frameworks must be aligned with standards such as the NIST AI Risk Management Framework, including risk management, data privacy, and continuous feedback mechanisms to address emerging challenges.

• Transparency: Transparency is critical for building trust in AI-driven decision-making. Organisations must be open with candidates, employees, and stakeholders about how AI tools are used in hiring, promotion, and other significant employment decisions. Clear disclosures should be made about AI’s role, explaining its operation, intended purpose, and the safeguards to mitigate bias and protect data privacy. Transparency ensures that individuals understand their rights and the impact AI tools may have on their employment journey.

• Data Security and Privacy: AI tools handle vast amounts of personal and sensitive data, making data privacy and security paramount. Data security breaches compromise the hiring process's integrity and can lead to severe legal consequences. Organisations must implement robust data security protocols that ensure personal data is securely stored, encrypted, and protected from unauthorised access. Compliance with data privacy regulations is essential to maintaining trust and avoiding reputational damage.

• Human Oversight: Despite the advances in AI, human judgment remains critical in the hiring and employment process. AI tools should be designed to augment, not replace, human decision-making. Human-in-the-loop systems are necessary to ensure that AI recommendations are reviewed by knowledgeable professionals who can account for context and nuance, which AI might overlook. This approach ensures that employment decisions are fair, transparent, and aligned with company values and legal obligations.

Recommendations

• Implement Comprehensive Bias Testing: Organisations must establish protocols for bias testing before and throughout the use of AI tools to avoid legal and ethical risks. Conduct regular audits of your AI tools to assess their impact on protected categories, including race, gender, disability, and socioeconomic status. This ensures that AI tools align with organisational goals of fairness and inclusivity while meeting legal requirements. Tools that show signs of bias should be re-evaluated or adjusted to ensure compliance.

• Adopt Robust AI Governance: Establishing a governance framework that includes both developers and deployers of AI tools is critical. Ensure all stakeholders understand their roles in the ethical implementation and management of AI systems, particularly those involved in recruitment, promotion, and employee evaluation. AI governance must be flexible enough to evolve with emerging technologies and legal standards while ensuring accountability at every stage of the AI tool’s lifecycle.

• Enhance Transparency and Communication: Transparency should extend beyond regulatory compliance. Organisations must proactively disclose the use of AI in hiring and promotion decisions, detailing how the tools function, their limitations, and how individuals can seek redress if they feel adversely impacted. This openness fosters trust among employees and candidates and ensures that AI tools are used ethically. Transparency is also crucial in navigating legal compliance as new regulations on AI and privacy continue to emerge.

• Strengthen Data Privacy Protocols: Given the sensitive nature of employment data, organisations must go beyond essential compliance and invest in advanced data security measures. Encryption, secure data storage, and comprehensive access controls should be implemented to prevent breaches. Regular reviews of data privacy policies are essential to ensure that AI tools do not misuse or expose personal data. Moreover, AI tools must comply with domestic and international privacy laws, safeguarding the organisation against potential data breaches and legal repercussions.

• Maintain Human Oversight and Accountability: AI tools are best used as decision-support systems, not as decision-makers. Ensure that humans are involved in every critical decision, especially regarding high-stakes employment outcomes. Organisations can safeguard against errors by maintaining human oversight and ensuring that decisions reflect organisational values, ethics, and legal standards. Encourage a culture where AI complements human judgment, enhancing efficiency without compromising fairness or accountability.

Conclusion

Adopting these best practices allows organisations to leverage AI’s potential while avoiding significant risks. HR leaders can ensure that AI technologies enhance workplace fairness and efficiency by implementing robust governance frameworks, bias testing, transparency measures, and human oversight. AI-driven decisions that are transparent, ethical, and aligned with privacy standards help organisations stay compliant and foster trust and inclusivity. HR leaders and executives must act now to incorporate these strategies, building a more responsible and sustainable future for AI in the workplace.

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