Improving the social health of the workforce
should be major priority for every organization.
The single largest controllable driver of both our physical and mental health is the number and quality of our core social circle relationships. This critical yet under-appreciated linkage between our social health and our physical/mental health has been well documented in tracking studies, meta-analytic reviews and public policy analysis.
Social health
impacts
physical health
Physiological Impacts
- Cardiovascular risks (Stress)
- Endocrine/Immune systems
- Obesity
Personal Behavior Impacts
- Healthy diet/ Activity habits
- Sleep/ Energy levels
- Drug/ Alcohol /Smoking
Psycho-Social Impacts
- Social group norms (+/-)
- Social-Emotional support
Social health
impacts
mental health
Psychological Impacts
- (in)Security/ Anxiety
- Mental bandwidth/ Focus
- Life satisfaction/ Depression
Group Behavior Impacts
- Psychological safety
Psycho-Social Impacts
- Positive emotion (Happy)
- Health/ # of relationships
- Job engagement/ Control
- Input into meaningful work
- Sense of achievement
Opportunity
Each work group has a different level of social fitness.
Socially fit work groups are defined by their social habits. The members of these true “teams” see an opportunity to create shared success by maximizing their combined effectiveness. So they adopt the time-tested social habits proven to achieve superior outcomes in any “shared success game”.
Opportunity
The members of socially fit “teams” all adopt a specific social mindset and associated set of social habits.
It is relatively easy to define the most productive social habits. But these habits are seldom exhibited when diverse group members adopt overly competitive, excessively cooperative or passively resistant group-working mindsets. This is why work group dynamics are often unproductive and unsatisfying and yield less than full potential outcomes for both the employees and employer.
Social HabitsOpportunity
Improving the social health of a workforce increases employer-employee shared success.
Approach
It’s time to help work groups improve their own social fitness.
Work group social fitness is acting behind the scenes in every workplace, determining the outcomes experienced by
employees and employers. There are only two ways to improve these underlying social dynamics.
Employer-Managed Proxy Improvement
Most organizations want to improve the social health of their workplace. Unfortunately until now the only feasible approach was for managers to make changes to improve social fitness proxy metrics such as employee satisfaction, engagement or willingness to recommend.
Self-Managed Social Fitness Improvement
With the help of emerging AI-powered expert systems, work groups can take responsibility for increasing their own social fitness by enabling each member to focus directly on improving their key group-working habits.
Approach
Adopting new group-working habits requires augmented intelligence.
There is a limit to human intelligence. Understanding and improving the social dynamics of work group can be impossibly complex. Our solution helps work group members improve their group-working habits by augmenting their social intelligence.
Augmented IntelligenceSolutions
Our expert system provides evidence-based coaching.
Solutions
Each stakeholder receives their own social habit improvement capability.
- Individual Employee
- Work Group
- Organization
Outcomes
Users can measure and track
their progress.
Social Fitness
See the improvement in the social Mindset Index of your employees and your overall workforce Social Fitness Index.
Social Habits
See the improvement in the workforce social habits by key work groups and your workforce overall.
Shared Success
See the improvement in key organization (productivity, retention, etc.) and workforce (security, fulfillment, etc.) success metrics.
Outcomes
Employers and employees both benefit from
deploying this solution in their workplace.
Socially fit work groups provide incremental benefits to their employee members. They gain major welfare benefits such as improved advancement and compensation. They also gain major wellbeing benefits such as improved job satisfaction/meaning, greater mental flourishing and the enjoyment/support of positive relationships.
Socially healthy work groups reduce the employee’s level of unproductive mental stress. It also increases their mental flourishing by advancing social habits that lead to improved meaning, achievement, relationships, engagement and happiness.
Social health improves employee mortality outcomes and quality of life. For example, avoiding undue social stress reduces major physical health risks by up to 50%. This is equivalent to stopping smoking 15 cigarettes per day and is greater than overcoming obesity or starting a regular exercise regimen.
Socially healthy workplaces generate very significant employee engagement, productivity and creativity benefits for business owners. Socially fit workforces can create significant competitive advantages through enhanced acquisition and retention rates of customers and employees. Socially healthy workforces should incur significantly lower mental health care expenditures and related costs of presenteeism. Expenditures for physical health care and the associated costs of absenteeism should also be lower.
SOCIAL OPPORTUNITY
This corporate social responsibility
…is a major business opportunity.
In the past, most corporate social responsibility programs have had little social impact and/or corporate benefit. In the future, improving the social health of corporate workplaces will become a major corporate social obligation and business opportunity.
Outcomes
Even better…this business opportunity is backed by a solid business case.
