Well-Being Enhances Engagement

by Tom Rath and Jim Harter


  • Based on many years of studies and data gathering, Gallup has concluded that there are two major factors that influence employee performance: engagement and well-being. 

  • Only 32% of U.S. workers are engaged in their jobs, setting them apart from other workers in terms of their attendance, performance, service quality, safety and likelihood to stay with their current company, among other factors.

  • In the U.S., 28% of adults age 18 and older are not thriving in any of the five essential elements of well-being (Career, Social, Financial, Physical, Community), while just 19% are thriving in at least four of the five.

  • Those who are engaged AND who enjoy a high level of well-being in at least four of the five essential elements are:

    • 45% more likely to exercise high levels of adaptability in the presence of change.

    • 27% more likely to deliver "excellent" performance to their organization.

    • 70% fewer workdays are missed because of poor health over the course of a year.

    • 37% more likely to recover "fully" after illness, injury or hardship.

    • 59% less likely to look for a job in a different organization within the next 12 months.

  • Leaders will improve their employees lives by including well-being principles in their company's DNA/culture.

    • Strongly encourage participation in well-being activities when setting job expectations. This approach simultaneously promotes clarity about an employee's role and a culture of well-being.

    • Include well-being goal-setting and milestones in work review and progress meetings. Research has shown that engaged employees are much more comfortable than other employees in discussing their well-being goals with their manager.

    • Recognizing well-being achievements reinforces what is valued the an organizational culture. Explicitly link each well-being activity to at least one of the five essential elements (Career, Social, Financial, Physical, Community). The five essential elements of well-being add depth and dimension to "feeling cared about," which leads to improvements in engagement.

    • Communication by leadership that emphasizes caring for employees' and their families' well-being encourages engagement and participation in well-being programs.


  • Work and life are a 24-hour job. Workers take work home and expect to bring their life to work. Responding to this is essential in “winning the war” of attracting, inspiring, and retaining talent.

  • Showing you care about the lives of your workforce (employees, contractors, gig, etc.) OUTSIDE OF WORK (daily life experiences, major life events, overall well-being) is the fastest and most cost-efficient way to improve well-being, engagement, productivity, and retention.

  • CAREots is currently the only empirically proven solution to improve BOTH workforce well-being and workforce engagement.

  • Executives choose CAREots because of its obvious value, ability to compliment and integrate with their existing Total Rewards investments, ease of deployment, and intuitive ability to use (no learning curve).  

Showing you care about the lives of your workforce outside of work is the fastest most cost-efficient way to improve well-being, engagement, productivity, and retention.

 T. Rath and J. Harter. Wellbeing: The Five Essential Elements. New York, NY: Gallup Press. 2010. Print.