E N G A G I N G E M P L O Y E E S T O TA K E A C T I O NI M P R O V I N G F I N A N C I A L O U T C O M E S
H E A LT H W E A LT H C A R E E R
T H E S I T U AT I O N
# 1 p r i o r i t yi n n e x t 2 y e a r s
f o r D C s c h e m e s :maximising employee engagement1
Regulatory change Reducing cost
R I S K S O F R E D U C E D R E T I R E M E N T R E A D I N E S S
E M P L O Y E R S
E M P L O Y E E S
L o n g t e r m
3 o f 4 e m p l o y e e w o r r i e s r e l a t e t o f i n a n c i a l i s s u e s 2
I m p a c t o n e m p l o y e e s :
• Limited control of talent pipelines• Potential reputional risk
Employers ranked pensions as the most important
benefit in managing retirement and
workforce planning
• Stress-induced distraction, reducing productivity
S h o r t t e r m
feel less job satisfaction
56%
are lessproductive
at work
44%
take time off
24%
90%
1 Mercer/CBI (2015) A view from the top, CBI/Mercer pensions survey 2015 2 Red C (2015), Mercer UK & Ireland Employee Survey 3 Mercer, Vitality (2015) 2015 Britain’s Healthiest Company 4 Based on median gross annual earnings for full-time employees or £27,600, ONS Annual Survey of Hours and Earnings 2015
o f a n n u a l w a g e b i l lA b s e n t e e i s m a n d
p r e s e n t e e i s m c o s t 3
p e r 1,0 0 0 e m p l o y e e s 4
a n n u a l c o s t
T H E C O S T ?
T R A N S L AT E S T O7.85% £2.16M
S O W H AT I S N ’ T W O R K I N G ?
N e e d f o r :
H O W D O W E I M P R O V E R E S U LT S ?
H E L P P E O P L E C O N V E R T G O O DI N T E N T I O N S I N T O C O N C R E T E A C T I O N S !
E n g a g e m e n t E d u c a t i o n E m p o w e r m e n t
N e w t o o l s f o re n g a g e m e n t
P r o p e r t i m i n g
M a k e i t a s e a s y a s p o s s i b l e t o t a k e a c t i o n
have lessconcentration
at work
61%
P R E S E N T E E I S M A B S E N T E E I S M
