For business leaders

For business leaders

“Caring about the happiness of others, we find our own. Plato

We are a coalition of like-minded global leaders from business, civil society, and academia that have come together to put wellbeing at the heart of decision-making.

Why join the WWM?

The World Wellbeing Movement would not be possible without the support of our members. As a not-for-profit organisation, every dollar of funding is used in the pursuit of our objectives.

Wellbeing pioneers

See your organisation recognised globally as a leader in advancing wellbeing.

A global network

Gain access to a global network of leaders in business, policy, and academic research.

Change makers

Become part of a community that takes action, and creates momentum for positive change.

High-end research

Receive advice from leading academics and practitioners on how to measure and improve wellbeing in your organisation.

Real-world insights

Advanced access to actionable evidence-informed insights to improve workplace wellbeing.

Public good

Supporting us in our goal of creating change for the public good by making our work publicly accessible.

The business case

Positive impact of improved employee wellbeing

12%

Productivity

A one point increase in employee happiness leads to a 12% increase in productivity.

In the first field study of its kind, researchers from the Wellbeing Research Centre at the University of Oxford conducted a randomised control trial (RCT) with employees of BT call centres. By comparing self-reported employee wellbeing scores with key performance indicators, they found that a one point increase in employee happiness leads to, on average, a 12% increase in productivity (Bellet, De Neve, & Ward, 2023).

14%

Recruitment

Workplaces with better wellbeing are 14% more likely to attract prospective talent.

A workplace wellbeing score that is either average or above average (as compared to low) increases the probability of jobseekers applying to available positions by 14.2%. This study provides the first causal evidence for workplaces with higher employee wellbeing being more attractive employers. Would-be employees are also, on average, willing to give up around 13% of their salary to work at a happier company (Ward, 2021).

Downside of poor employee wellbeing

£56bn

Cost of unhappiness

Poor mental health is estimated to have cost UK employers up to £56bn in 2020-21.

A study by Deloitte estimated that the cost of poor mental health to UK employers was estimated to be up to £56bn in 2020-21 (Deloitte, 2022).

x6

Employee attrition

Burned out employees are six times more likely to want to leave their current job.

A McKinsey Health Institute (MHI) survey in 15 countries found a quarter of employees experienced burnout symptoms in the previous year, with the biggest driver relating to a toxic workplace. The research further indicated that burned out employees are six times more likely to want to leave their current job (MHI, 2022).

The World Wellbeing Movement’s operating model

Connecting the dots

The World Wellbeing Movement is housed within the Wellbeing Research Centre at the University of Oxford, which also serves as its lead academic partner.

The World Wellbeing Movement is an impact organisation working at the intersection between academic experts, and decision-makers in both business and policy to translate evidence-informed wellbeing insights into real-world impact.

About the WWM Expert Group on Work Wellbeing

The World Wellbeing Movement (WWM) Expert Group on Work Wellbeing is a professional forum that brings together senior leaders with direct responsibility for workplace wellbeing. It enables practitioners to share experiences, exchange best practice, and learn from both academic experts, and one another. The group also serves as a mechanism for informing WWM’s research and thought leadership agenda.

Guiding Principles

●  Peer-to-peer exchange among senior workplace wellbeing leaders, with membership drawn, where possible, from the most senior individuals responsible for workplace wellbeing within their organisations, and grounded in a shared understanding of the drivers of work wellbeing and the Work Wellbeing Score.
●  The group meets three to four times per year (with a mix of virtual and in-person sessions) and is designed to enable members to share experiences, exchange best practice, and learn from one another on what is working in practice.
●  Evidence-informed, practice-focused and discussion-led.
●  Collaborative exchange of experiences, challenges and solutions.

Goals

●  Learn from one another and from the evidence: Exchange experiences, challenges and solutions, connect leading research with real-world practice, and identify emerging trends and opportunities.
●  Apply learning in practice: Translate shared learning into practical action within members’ organisations to improve employee wellbeing outcomes, while helping disseminate those learnings more widely to support employers around the world in improving workplace wellbeing at scale.
●  Contribute to the public good: Provide expert practitioner insight to inform WWM’s research, thought leadership and open-access resources, further helping advance the science and practice of workplace wellbeing for the public good.

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