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Globalisation and technology are allowing businesses to expand their borders. As companies grow, the opportunity is great. And so is the challenge. Leaders increasingly find themselves coordinating an international workforce – and a wellbeing strategy to support it.
Recent data shows that 56% of multinationals now implement a health and wellbeing strategy. But the majority (47%) struggle due to cultural and legal practices. [1]
That’s because global wellbeing strategies are often biased towards where decisions get made – not where they’re implemented.
This blog arms you with 4 need-to-know tips to roll out a successful global health and wellbeing strategy.
Think global, act local
An international wellbeing strategy needs to be balanced with knowledge of complex regional landscapes. Workplace wellbeing was born in the US to bring down the cost of health insurance. But outside the US that’s not the case. In other countries, it’s about improving wider business metrics like engagement and productivity. Create country champions that help you build a better picture of what life is like. And don’t just employ them as implementers of your strategy. Get their input and treat them as critical feedback loops.
Watch your language
A successful global health strategy looks and feels authentic – something that is often lacking in the current landscape. This visual language of health and wellbeing is often inauthentic and fails to engage your people.
To overcome this, think of employees as their customers. Talk to them in a tone that’s personal and trusting and you’re already dealing with an engaged audience. And remember the importance of translations in each region.
Make to measure
Health and wellbeing needs hard numbers behind it, says Tom. Because today, HR and Benefit teams are expected to be as financially literate as other departments in a business. They need to justify their investment in people by demonstrating ROI and VOI.
Measuring success by the regional benchmark is also critical for buy-in. For a truly successful roll out to happen, it’s important to give regional management the metrics they’re most interested in hearing about.
They want to see numbers around increased productivity, employee engagement and talent acquisition. They’re not likely to be engaged by US metrics centred on the health insurance model, and vice-versa.
For more insights on a successful global roll out, download our case study, Connecting employees across departments and geography.
[1] Buck Consultants. Working Well Report. 6th Edition. 2014.