Chief People Officer
On both sides of the Atlantic – and indeed around the world – organizations are focusing more than ever on employee engagement. We all want to work with motivated and engaged colleagues. Companies with high engagement from their workers can show productivity and profitability metrics more than 20% higher. And research has shown that customers like doing business with organizations that have highly-engaged employees, driving customer metrics that are 10% better than their peers.
Employee engagement, and more broadly organizational health, are the product of many factors. One of those that we have found particularly effective at Thomson Reuters is focusing on wellbeing, by reinforcing healthy behaviors across the company. We have over 250 wellbeing champions in 127 different locations across 32 countries. At our largest location (in Minnesota) we have created a health center for employees and appointed 2 onsite health coaches. We have also instituted a new and more comprehensive one-stop shop platform for wellbeing activities, and already we have more than 15,000 employees tracking 130 health behaviors in 9 topic areas. Particularly popular have been global challenges, focusing primarily on physical activity. We first piloted this in 2013 with 56 participants in 3 countries – today we have over 9,000 colleagues in more than 50 countries taking part in a Thomson Reuters Trek, likely generating more than 4 billion steps by the end of the Trek.
Our investment in health and wellbeing has been well received at all levels. For a company operating on a global basis, it not only promotes engagement and retention, but helps to encourage a more consistent business culture and a way in which employees who live in different countries can communicate and compete with one another in a healthy way, literally and figuratively. And compared to many employee programs that organizations can put into effect, it has a greater multiplier effect on the factors that drive engagement than almost any other.