Well-Being Champion Impact on Employee Engagement, Staff Satisfaction, and Employee Well-Being

Abstract

Objective: To evaluate the potential impact of a workplace well-being champion on employee and organizational measures of well-being. Patients and Methods: Baseline well-being measures were collected in October 2-20, 2017 and analyzed from January 1, 2018 through June 30, 2018 by incorporating a focused question set (addressing meaning in work, work-life integration, and physical, social, financial, emotional, and general well-being) into the biennial Mayo Clinic All-Staff Survey. Results: The survey was distributed to 64,059 employees, with a response rate of 73%. Employees with a work unit well-being champion had more favorable responses overall than did employees reporting no well-being champion. The percentage responding “favorably” to each well-being measure differed from 2 to 12 percentage points and were all highly statistically significant (P<.001). Measures with the greatest difference included questions associated with the well-being domains of physical (85% vs 73%), social (84% vs 72%), and financial (72% vs 63%), as well as general well-being (69% vs 60%). Those reporting having a well-being champion had more favorable responses to several questions regarding the immediate supervisor and the work environment being conducive to carry out organizational values, trust within the work unit, ability to speak freely, efforts to make everyone feel a part of the team, and accountability within the work unit. Conclusion: Having a work unit well-being champion, coupled with an organizational commitment to employee well-being, is associated with better employee engagement, satisfaction, and perception of personal well-being, as well as a more favorable perception of the organization, strongly supporting the multilevel benefits of a robust well-being champion program.