Did you know that only 13% of individuals worldwide are engaged at work? * Each year, Workforce and Virgin Pulse partner to survey HR leaders from around the world to learn which practices and programs are engaging employees and their biggest priorities for the future. Our 4th annual State of the Industry survey reveals that, even more than budget, culture is the biggest roadblock to improving employee engagement. Join Sarah Kimmel, Vice President of Research at Human Capital Media and Dr. Rajiv Kumar, Chief Medical Officer and President of Virgin Pulse Institute, as they share survey insights on the connections between employee wellbeing, culture and engagement. They will also reveal key takeaways business leaders can implement to make their organization a better place to work. In this webinar, you’ll learn: The biggest barriers to achieving high employee engagement, and what you can do to break them down How engagement is connected to and impacted by company culture and employee wellbeing Key strategies of organizations with ‘advanced’ employee engagement initiatives What business leaders can do to improve measurement around employee engagement *Gallup, 2017

1. STATEOFTHEINDUSTRY:
ENGAGEMENTANDWELLBEING
April 2018

2. AGENDA
1. FocusonEngagement
2. WhatDoesMatureEngagementPracticeLookLike?
3. Wellbeing,CultureandEngagement
4. GlobalPerspective
5. WhereDoIStart?
6. Q&A

3. RESEARCHMETHODOLOGY
Virgin Pulse partnered with
Workforce to conduct the
2018 Workforce State of the
Industry: Employee Engagement
Survey in February 2018.
N=1016
53%
42%
At or above director level in HR
or line of business roles
From organizations with more
than 1,000 employees
Wide range of industries
Both US Based (59%) and Multi-national
and Global organizations (41%)

4. FOCUSONENGAGEMENT

5. LASERFOCUSONENGAGEMENT
Are prioritizing
improving employee
engagement in 2018
Say business outcomes
are important to
engagement efforts
Say culture outcomes
are important to
engagement efforts
80% 94% 91%

6. VIRGINPULSERESEARCH
EMPLOYEEENGAGEMENTISATOPDRIVER
Why offer wellbeing benefits programs?
A healthy workforce drives
employee engagement
We want to keep health
care costs in check
They positively impact
work culture
Because it’s the right
thing to do
© Virgin Pulse 2017. All Rights Reserved.
My organization’s wellbeing program makes me feel
more engaged with and loyal to my company.
0% 20% 40% 60% 80%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

7. WHATDOESMATUREENGAGEMENT
PRACTICELOOKLIKE?

8. Non-Existent/Beginner:
• Has not begun any initiative to
increase employee engagement.
• In the initial stages of defining
engagement. Have mapped
goals to organizational
strategy/mission.
ENGAGEMENTMATURITYMODEL
Limited:
• Have programs like assessments,
surveys, etc. but go no further.
Intermediate/Advanced:
• Have successfully implemented
engagement programs to meet
specific needs.
• Have a solid set of integrated
engagement programs that are
linked to organization strategy.
• Integrated with other areas, like
benefits and wellness and have a
demonstrable impact on the
organization.
32% 22% 46%

9. HOWDOADVANCEDORGANIZATIONSMEASUREENGAGEMENT?
6%
8%
15%
30%
32%
40%
18%
20%
25%
44%
54%
71%
Employee Net Promoter Scores
Through a vendor solution
Employee productivity data
Annual review process
Retention/attrition data
Annual engagement surveys
Advanced organizations Beginner organizations

10. TRACKINGENGAGEMENTBYWORKFORCESEGMENTS
63%
48%
41%
38%
37%
35%
20%
20%
26%
19%
17%
10%
15%
10%
5%
57%
Department or business line
Job role
Seniority/Tenure
Geographic region
Career level
Gender
Ethnicity
We do not track by workforce segments
Advanced organizations Beginner organizations

11. CUSTOMIZINGENGAGEMENTBYWORKFORCESEGMENTS
45%
24%
21%
18%
16%
13%
8%
28%
20%
14%
10%
5%
7%
5%
5%
59%
Department or business line
Job role
Career level
Geographic region
Seniority/Tenure
Gender
Ethnicity
We do not customize by workforce segments
Advanced organizations Beginner organizations

12. ENGAGEMENTOUTCOMESBYMATURITYLEVEL
68%
60%
50%
42%
41%
38%
34%
36%
31%
27%
22%
17%
20%
18%
Increased employee satisfaction
Improvements in workplace/organizational culture
Increased employee retention
Improved productivity
Increased total employee well-being
Improved employee performance
Improved recruitment
Advanced organizations Beginner organizations

13. SPENDINGONENGAGEMENT
ADVANCED ORGANIZATIONS
Budget for engagement
programs increased or stayed
the same from last year.
BEGINNER ORGANIZATIONS
Budget for engagement
programs increased or stayed
the same from last year.
91%87%
2x Advanced organizations are twice as likely to say that the
budget for engagement programs will be increasing next year.
28% to 14%.

15. WELLBEING,CULTURE
ANDENGAGEMENT

16. WELLBEING,CULTUREANDENGAGEMENTAREINTERCONNECTED
KEYFINDINGS
of advanced organizations currently
invest in employee wellbeing as part
of their engagement strategy. An
additional 20% say they plan to
include wellbeing within the next
5 years.
of advanced organizations say that
HR has been tasked with changing
workplace culture and 72% say that
it is a high or moderate priority.
68%
85%

17. WELLBEINGANDCULTUREPRACTICES
68%
85%
86%
73%
40%
64%
71%
29%
0% 20% 40% 60% 80% 100%
Currently invest in employee wellbeing as part of engagement strategy
HR tasked with changing workplace culture
Organizational culture critically important in driving business outcomes
Has specific initiatives to improve culture
Advanced organizations Beginner organizations

18. HOWMISSIONANDVALUESAREUSEDTODRIVECULTURECHANGE
87%
69%
62%
61%
51%
43%
64%
39%
34%
36%
28%
19%
Included in onboarding new hires
Integrated into perfomance measurement
Integrated into learning materials
Employees have related performance goals
Integrated with community outreach/philanthropy
Integrated into mentoring/coaching programs
Advanced organizations Beginner organizations

19. WELLBEINGBOOSTSCULTURE,ENGAGEMENTANDPRODUCTIVITY

20. GLOBALPERSPECTIVE

21. ENGAGEMENTMATURITYBYWORKFORCEDISTRIBUTION
7%
11%
19%
36%
26%
16% 16%
24%
35%
9%
15%
8%
23%
34%
20%
17%
21% 21%
26%
15%
Non-existent Beginner Limited Intermediate Advanced
All over the world Outside the U.S. Headquartered in U.S. with global locations U.S. only

22. GLOBALPLATFORM,LOCALEXPERIENCE
VIRGINPULSEAPPROACH

23. GLOBALENGAGEMENT

24. WHEREDOISTART?

25. ENGAGEMENTCHALLENGESBYMATURITYLEVEL
52%
49%
43%
41%
39%
35%
32%
41%
38%
46%
33%
18%
0% 10% 20% 30% 40% 50% 60%
Organizational culture stifles change
Securing enough budget
Proving the ROI of our efforts
Increasing employee adoption/participation in engagement programs
Increasing bandwidth/resources on the HR team to improve
programs/offerings
Executive sponsor/Buy-in from leadership
Advanced organizations Beginner organizations

26. BEGINNERS…STARTWITHMEASUREMENT
Do not measure any
metrics related to
employee engagement
Do not track employee
engagement for any
workforce segments
Are not satisfied with
analytics capability for
employee engagement
37% 57% 76%

27. SATISFACTIONWITHANALYTICSFORENGAGEMENT
ADVANCED ORGANIZATIONS
16%
53%
28%
3%
Very satisfied
Satisfied
Not satisfied
Very unsatisfied
0% 10% 20% 30% 40% 50% 60%
BEGINNER ORGANIZATIONS
3%
21%
55%
21%
Very satisfied
Satisfied
Not satisfied
Very unsatisfied
0% 10% 20% 30% 40% 50% 60%

28. © Virgin Pulse 2017. All Rights Reserved.
MEASUREMENTANDSUCCESS
VIRGINPULSEAPPROACH

29. VIRGINPULSE:HOWTOLEVERAGEWELLBEING
Our research follows a model that promotes
daily actions that build lasting habits and
sustainable behavior change.
For organizations just getting started, we
encourage the “Learn, Do Become” model of
behavior change.

30. VIRGINPULSEAPPROACH
EMPLOYEEENGAGEMENT
LEARN DO BECOME
© Virgin Pulse 2017. All Rights Reserved.

31. GET
ACTIVE
EAT
HEALTHY
SLEEP
WELL
REDUCE
STRESS
BE
PRODUCTIVE
LEARNNEW
THINGS
MANAGE
YOUR
FINANCES
BUILD
RELATIONSHIPS
CONTRIBUTE
TOYOUR
COMMUNITY
HOLISTICWELLBEING
© Virgin Pulse 2017. All Rights Reserved.
VIRGINPULSEAPPROACH

32. Q&A