State of the American Workplace PART 2

Gallup 2017

SUMMARY

  • Organizations must have an employee value proposition (EVP) in the same way they have a customer value proposition (CVP). It must be unique, genuine, and compelling.

  • Only 3 in 10 U.S. employees strongly agree they have the resources they need to do their work well. Access to resources is the strongest indicator of stress.

  • 53% of employees say a role that allows greater work-life balance and better personal well-being is “very important” to them.

  • Workers, the majority of whom are millennials, want their work to have meaning (purpose) and the ability to integrate work and life so they can have a life, not just a job!

  • In general, employees are most likely to say they would change jobs for benefits and perks closely related to their quality of life (well-being).

  •  The benefits and perks that employees truly care about are those that offer them greater flexibility, autonomy, and the ability to lead a better life.

  • The best attraction and retention strategies are those that consider every aspect of what matters most to employees personally and professionally.

OUR POINT OF VIEW

  • The boundaries of work-life balance are quickly dissolving. For employees and their employers to thrive, personal and professional demands will have to coexist in harmony 24/7.

  • Employees expect their employers to provide ready access to the resources required to improve their overall personal and professional well-being.

  • Today’s “traditional” health and wellness benefits fall short in providing the personal resources required to improve an employee’s daily routines, major life events and overall life events.

  • Leading organizations know this and realize their employee value proposition (EVP) and customer value proposition (CVP) are one and the same: Exclusive Resources, Extraordinary Experiences, Superior Value.

  • Employers must also offer a combination of incentives, bonuses, recognition, and rewards to get and keep the attention of current and future employees. 

  • Using an on-demand dynamic “Total Rewards” strategy to create the experiences expected by employees is the keystone to improve engagement, fuel loyalty, and produce better business results. 

  • CAREots is an on-demand dynamic “Total Rewards” strategy. Employees and employers both get what they need and want:  exclusive resources, extraordinary experiences, and superior value.

  • Forward thinking/acting leaders agree and are investing in CAREots, an obvious innovative inexpensive solution.

  • Through the use of CAREots, they are harvesting healthy returns including: better employee engagement (lower turnover, stronger loyalty), reduced costs (presenteeism, absenteeism), and increased business results (faster growth, improved margins).

 

Employees expect their employers to provide ready access to the resources required to improve their overall personal and professional well-being.

Gallup, Inc. “State of the American Workplace.” 2017. Print.