Highlight selected data from the Wellbeing Diagnostic Survey 2024.
Over the years, Malaysian employers have been gearing up wellbeing initiatives as a key differentiator in the competition for talent. Although employees initially reported mixed feelings about these initiatives, our recent WTW Wellbeing Diagnostic Survey Results 2024 has revealed a significant improvement in sentiment.
This suggests progress, while also highlighting opportunities for employers to further improve the effectiveness of their wellbeing programme. Despite the positive shift, employees feels that the wellbeing initiatives implemented by their employers are not fully aligned with their needs. Hence, many are calling a more holistic approach that includes stronger support, particularly in building financial resilience.
There is still room for improvement. Unlock your wellbeing initiatives by leveraging key survey insights and learning from what other companies are doing in Malaysia.
When asked about their organisation’s performance in comparison to others in the industry, it was found that companies generally report higher overall performance in the effectiveness of their wellbeing programmes
Over the past year, how has your organisation performed in the following areas compared with other organisations in your industry?
| High-effectiveness group | Low-effectiveness group | |
|---|---|---|
| Employee productivity | 67% | 22% |
| Employee work engagement | 64% | 25% |
| Overall financial performance | 61% | 35% |
| Attraction/Retention of key talent | 56% | 23% |
| Low annual employee turnover | 56% | 27% |
Companies that do well in wellbeing are more likely to integrate it into their company culture, making it a core element of their human capital strategy
Which of the following best describes what your organisation has accomplished in your wellbeing strategy to date and expect to accomplish in the next three years?
| Today | In next three years | |
|---|---|---|
| Human capital foundation | 14% | 47% |
| Embed into company culture | 33% | 32% |
| Include multiple wellbeing pillars (physical, emotional, financial and social) | 12% | 13% |
| Focus on physical | 41% | 8% |
Business costs and overall economic performance are other key drivers of the wellbeing strategy
What are they key business issues influencing your organisation’s wellbeing strategy?
Despite the positive shift, the wellbeing priorities between employers and employees remain at a crossroads, providing room to maneuver in implementing more effective wellbeing initiatives
In the next three years, companies will focus the following priorities, but employees are increasingly calling for more holistic approach that includes stronger support, particularly the financial wellbeing and resilience
| Employee | Employer | |
|---|---|---|
| Employee experience | 35% | 56% |
| Emotional wellbeing | 41% | 57% |
| Physical wellbeing | 46% | 62% |
| Social wellbeing | 25% | 13% |
| Financial wellbeing | 53% | 18% |
Employers plan to priortise physical wellbeing – 62%
But employees are calling more support with financial wellbeing – 53%
Reach out to our consultant to discover more about the WTW Wellbeing Diagnostic Survey Results 2024.
| Title | File Type | File Size |
|---|---|---|
| Transform your employees’ wellbeing with a holistic approach | 9.5 MB |
