{"id":14259,"date":"2021-04-27T01:00:00","date_gmt":"2021-04-27T01:00:00","guid":{"rendered":"https:\/\/eodishasamachar.com\/en\/2021\/04\/27\/work-life-balance-mental-health-and-burnout-pressing-issues-for-singapore-workforce-aon-survey\/"},"modified":"2021-04-27T01:00:00","modified_gmt":"2021-04-27T01:00:00","slug":"work-life-balance-mental-health-and-burnout-pressing-issues-for-singapore-workforce-aon-survey","status":"publish","type":"post","link":"https:\/\/eodishasamachar.com\/en\/2021\/04\/27\/work-life-balance-mental-health-and-burnout-pressing-issues-for-singapore-workforce-aon-survey\/","title":{"rendered":"Work-life balance, mental health and burnout pressing issues for Singapore workforce: Aon survey"},"content":{"rendered":"<p> \n<\/p>\n<div id=\"\">\n                            <!--<a class=\"format-txt\" href=\"{baseURL}\/View\/{release.id}?_download=1\">View this article in .txt format<\/a>--><\/p>\n<ul>\n<li>Aon&#8217;s 2021 Global Wellbeing Survey finds that&#13;<br \/>\nglobally, companies that improve employee wellbeing performance by 4% see a 1% increase&#13;<br \/>\nin company profits.<\/li>\n<li>The top five employee wellbeing issues in&#13;<br \/>\nSingapore are work-life balance, mental health, culture, burnout and virtual&#13;<br \/>\nwork environment.<\/li>\n<li>In Singapore, company culture is the number&#13;<br \/>\none driver in developing a business case for employee wellbeing programmes.<\/li>\n<\/ul>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p><span class=\"scxw199270713\">SINGAPORE\u00a0<\/span>&#8211;\u00a0<a href=\"https:\/\/www.media-outreach.com\/\">Media&#13;<br \/>\nOutReach<\/a>\u00a0&#8211;<span class=\"scxw199270713\">\u00a0<\/span><span class=\"scxw199270713\">27<\/span><span class=\"scxw199270713\"> April 2021 &#8211;<\/span> <a href=\"http:\/\/www.aon.com\/\">Aon plc<\/a> (NYSE: AON), in&#13;<br \/>\npartnership with IPSOS, has released a survey that confirms the link between&#13;<br \/>\nemployee wellbeing and company performance. Aon&#8217;s <a href=\"https:\/\/www.aon.com\/global-wellbeing-survey.aspx?utm_source=PR&amp;utm_medium=Article&amp;utm_campaign=EB-Outreach\">2021 Global Wellbeing Survey<\/a> found that improvements&#13;<br \/>\nto employee wellbeing within a company directly impact customer satisfaction&#13;<br \/>\nand retention. While wellbeing performance overall has a direct connection to a&#13;<br \/>\nstrong and focused wellbeing strategy, a series of ad-hoc wellbeing initiatives&#13;<br \/>\nwill have less impact. <\/p>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p>\u00a0<\/p>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p><b>Company culture the&#13;<br \/>\nmain driver in addressing mental health, burnout in Singapore <\/b><b\/><\/p>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p>\u00a0<\/p>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p>The top five employee&#13;<br \/>\nwellbeing issues in Singapore are work-life balance, mental health, culture,&#13;<br \/>\nburnout and a virtual work environment. <\/p>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p>\u00a0<\/p>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p>Although 91% of Singapore companies have at least one&#13;<br \/>\nwellbeing initiative in place, only 51% have a strategy and just 16% fully&#13;<br \/>\nintegrate wellbeing into their business and talent strategy. The survey also found&#13;<br \/>\nthat overall, 27% of wellbeing programmes are performing exceptionally or above&#13;<br \/>\naverage.<\/p>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p>\u00a0<\/p>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p>Company&#13;<br \/>\nculture was cited as the number one driver in developing a business case for&#13;<br \/>\nwellbeing programmes. Beyond financial resources and investment, almost half of&#13;<br \/>\nSingapore companies (44%) indicated that being able to measure the return on&#13;<br \/>\nactions being implemented is one of their biggest challenges in starting or&#13;<br \/>\nexpanding wellbeing initiatives.<\/p>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p>\u00a0<\/p>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p>Leadership can set the tone for culture and&#13;<br \/>\nwellbeing. Forty-two percent of Singapore companies agreed that the Chief Human&#13;<br \/>\nResources Officer (CHRO) is the champion of wellbeing initiatives, followed by&#13;<br \/>\nthe CEO (21%). <\/p>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p>\u00a0<\/p>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p>The survey also found&#13;<br \/>\nthat globally:<\/p>\n<ul>\n<li>improving employee wellbeing performance&#13;<br \/>\nby 3% increases customer satisfaction and retention by 1%;<\/li>\n<li>organisations that improve employee&#13;<br \/>\nwellbeing performance by 3.5% see a 1% increase in employee satisfaction and&#13;<br \/>\ncustomer acquisition; and<\/li>\n<li>where employee wellbeing performance improved&#13;<br \/>\nby 4%, there was a 1% increase in company profit and a 1% decrease in employee&#13;<br \/>\nturnover.<\/li>\n<\/ul>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p><b>Tim Dwyer, CEO, Health&#13;<br \/>\nSolutions, Asia Pacific, Aon, <\/b>said: &#8220;The impact of the global COVID-19 pandemic&#13;<br \/>\nand a volatile economy has elevated the importance of wellbeing to individuals,&#13;<br \/>\norganisations and communities in the region. Companies will do well to ensure&#13;<br \/>\nthat there is top leadership support in creating a culture and a wellbeing&#13;<br \/>\nstrategy that is aligned with their business strategy. This will lead to a&#13;<br \/>\nresilient workforce that moves forward with confidence and certainty driving&#13;<br \/>\nbusiness performance.&#8221;<\/p>\n<p>&#13;<br \/>\n&#13; <\/p>\n<p><b>\u00a0<\/b><\/p>\n<\/p><\/div>\n\n<br \/><a href=\"https:\/\/www.media-outreach.com\/news\/2021-04-27\/75614\/work-life-balance-mental-health-and-burnout-pressing-issues-for-singapore-workforce-aon-survey\">Source link <\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Aon&#8217;s 2021 Global Wellbeing Survey finds that&#13; globally, companies that improve employee wellbeing performance by 4% see a 1% increase&#13; in company profits. The top five employee wellbeing issues in&#13; Singapore are work-life balance, mental health, culture, burnout and virtual&#13; work environment. In Singapore, company culture is the number&#13; one driver in developing a business &hellip;<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[60],"tags":[],"_links":{"self":[{"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/posts\/14259"}],"collection":[{"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/comments?post=14259"}],"version-history":[{"count":0,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/posts\/14259\/revisions"}],"wp:attachment":[{"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/media?parent=14259"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/categories?post=14259"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/tags?post=14259"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}