The Wellness Approach

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Wellness is individual to each person and each company. Wellness takes into consideration one’s physical, emotional, intellectual, occupational, social, and spiritual needs.


The Wellness approach works to identify stressors that impact dissatisfaction, disengagement, and feeling loss of control. In choosing to be active about finding solutions to these issues, individuals experience increased job satisfaction and engagement, increased productivity, and improvement in quality of life.


Benefits of Wellness

  • Increase Retention of Key Talent
  • Improve Employee Productivity
  • Provide More Positive Work Environment
  • Increase Job Satisfaction
  • Decrease Absenteeism, Presenteeism, and Disability
  • Obtain Employee Feedback Through Safe Channels
  • Develop Creative Solutions To Common Problems
  • Create A Corporate Culture That Fosters Employee Involvement

The Cost Of Not Doing Anything To Improve Employee Wellness and Manage Employee Stress

  • $300 Billion is the annual cost of employee stress in the U.S. due to absenteeism, attrition, medical costs, and Workers’ Compensation.1
  • Stress also causes decreased productivity, presenteeism (being present at work, but not working to full potential), and increased replacement and retraining costs.2
  • It takes 8 months and costs a company 3x one year’s salary to replace an employee.3
  • Employees who report being highly stressed are 40% more expensive in medical costs than non-stressed workers.4
  • The National Institute of Occupational Health and Safety reported that 40% of workers said their job is “‘very or extremely stressful.’”5
  • Nearly two-thirds of all stress cases involving days away from work were for white collar workers.6

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1 American Institute of Stress.

2 See Kahn, J.P.; Langlieb, A.M. (2003). Mental health and productivity in the workplace: A handbook for organizations and clinicians. Jossey-Bass: San Francisco, CA.

3 Shevory, K. The Workplace as Clubhouse. Citing Prof. Jeffrey Pfeiffer, Graduate School of Business at Stanford University. The New York Times, February 16, 2008.

4 Goetzel, R.Z.; Ozminkowski, R.J.; Sederer, L.I.; Mark, T.L. (2002). The business case for quality mental health services: Why employers should care about the mental health and well-being of their employees. Journal of Occupational and Environmental Medicine, 44 (4) 320-330.

5 National Institute for Occupational Safety and Health (1999). Stress at work. Publication 99-101. Cincinnati, OH: NIOSH. Citing Northwestern National Life Insurance Company (1992). Employee burnout: causes and cures. Minneapolis, MN: Northwestern National Life Insurance Company.

6 U.S. Bureau of Labor Statistics (September 1999). Occupational stress.

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