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The Five Elements of WellbeingHOW LEADERS CAN MEASURE AND BUILD A THRIVING ANDRESILIENT WORKFORCE

AgendaCopyright 2020 Gallup, Inc. All rights reserved.01WELLBEING: THE FIVE ELEMENTSAND NET THRIVING02RESEACH TRENDS AND THEIRIMPACT ON EMPLOYEE WELLBEING03STRATEGIES FOR WELLBEING ANDPEOPLE LEADERS-STRENGTHS-EMPLOYEE ENGAGEMENT

The Five Elements of WellbeingBy studying the humanbehavior and wellbeing ofmore than 98% of theworld’s population,Gallup uncovered thecommon elements thatpeople need to thrivein their lives.They describe aspects ofour lives that we can dosomething about.7Copyright 2020 Gallup, Inc. All rights reserved.CAREERYou like what you do every day.COMMUNITYYou like where you live.PHYSICALYou have energy to getthings done.SOCIALYou have meaningfulfriendships in your life.FINANCIALYou manage yourmoney well.

Career wellbeing is the most essential of the fiveelements. At a fundamental level, we all needsomething to do, and ideally something to look forwardto, when we wake up every day. What you spend your time doing each day shapesyour identity, whether you have a conventional job orare a student, parent, volunteer or retiree. “Do you like what you do each day?” might be themost basic, yet most important, wellbeing questionyou could ask yourself, yet only 20% of the peopleGallup has studied strongly agree that they like whatthey do every day.CAREERAm I a right fit for how Ispend my time?8 I like what I do every day. I learn or do somethinginteresting every day.Copyright 2020 Gallup, Inc. All rights reserved. The Gallup National Health and Well-Being Index items are Gallup proprietary information and areprotectedby law.Youmay nota survey with the Gallup National Health and Well-Being Index items and/or reproduce them without writtenCopyright2020Gallup,Inc.administerAll rights reserved.consent from Gallup, Inc. The Gallup National Health and Well-Being Index items are protected by copyright of Gallup, Inc., 2008. All rights reserved.

The fabric of our lives is constructed person byperson. As our relationships grow and develop, sodoes our wellbeing. Our lives become richer, and welearn, grow and develop through others. People who have at least three or four very closefriendships are healthier, have higher wellbeing andare more engaged in their jobs. “Relationship helps us to define who we are and whatwe can become. Most of us can trace our successesto pivotal relationships.” — Don Clifton and PaulaNelson, Soar With Your StrengthsSOCIALHow strong aremy relationships?9 Someone in my life alwaysencourages me to be healthy. My friends and family give mepositive energy every day.Copyright 2020 Gallup, Inc. All rights reserved. The Gallup National Health and Well-Being Index items are Gallup proprietary information and areprotectedlaw. YoumayInc.notAlladministera survey with the Gallup National Health and Well-Being Index items and/or reproduce them without writtenCopyright by 2020Gallup,rights reserved.consent from Gallup, Inc. The Gallup National Health and Well-Being Index items are protected by copyright of Gallup, Inc., 2008. All rights reserved.

The amount of money you have — the typical goldstandard of measuring financial health — is not thegauge of your financial wellbeing, let alone your life ingeneral. Financial security — the perception that you havemore than enough money to do what you want to do— has three times the impact of your income alone onoverall wellbeing. Further, a lack of worry about money has more thandouble the impact of income on overall wellbeing. Managing your finances well allows you to do whatyou want to do when you want to do it.FINANCIALDo I have financial security? 10I have enough money to doeverything I want to do.I have not worried about moneyin the last seven days.Copyright 2020 Gallup, Inc. All rights reserved. The Gallup National Health and Well-Being Index items are Gallup proprietary information and areprotectedlaw. YoumayInc.not Alladministera survey with the Gallup National Health and Well-Being Index items and/or reproduce them without writtenCopyrightby 2020Gallup,rights reserved.consent from Gallup, Inc. The Gallup National Health and Well-Being Index items are protected by copyright of Gallup, Inc., 2008. All rights reserved.

PHYSICALAm I healthy? Do I haveenough energy?11 In the last seven days,I have felt active andproductive every day. My physical health isnear perfect. People with thriving physical wellbeing effectivelymanage their health. They exercise regularly, makegood dietary choices and get enough sleep. People with thriving physical wellbeing look better, feelbetter and live longer. With every bite and drink we take, we make a choice:We can select something that is a net positive andbenefits our health, or we can choose something thatis a net negative.Copyright 2020 Gallup, Inc. All rights reserved. The Gallup National Health and Well-Being Index items are Gallup proprietary information and areprotectedby law.YouGallup,may notadministersurvey with the Gallup National Health and Well-Being Index items and/or reproduce them without writtenCopyright2020Inc.All rights areserved.consent from Gallup, Inc. The Gallup National Health and Well-Being Index items are protected by copyright of Gallup, Inc., 2008. All rights reserved.

COMMUNITYAm I attached toand engaged inmy community? 12The city or area where I liveis a perfect place for me.In the last 12 months, I havereceived recognition forhelping to improve the city orarea where I live. People with thriving community wellbeing haveidentified areas where they can contribute to theircommunity based on their strengths and passions. They tell others about these interests to connect withthe right groups and causes. Their contribution maystart small, but over time, it leads to more involvementand has a profound impact on their community. The efforts of people with thriving communitywellbeing create the communities that we cannotimagine living without. At the highest end of the community wellbeingcontinuum is giving back to society. When we dothings for others, we see how we can make adifference, and this gives us confidence in our abilityto create change.Copyright 2020 Gallup, Inc. All rights reserved. The Gallup National Health and Well-Being Index items are Gallup proprietary information and areprotectedby law.You mayadministera survey with the Gallup National Health and Well-Being Index items and/or reproduce them without writtenCopyright 2020Gallup,Inc. notAll rightsreserved.consent from Gallup, Inc. The Gallup National Health and Well-Being Index items are protected by copyright of Gallup, Inc., 2008. All rights reserved.

With All Five Elements Under Threat, Employee Wellbeing Has Been Severely AffectedDespite wellbeing’s role incultivating employeeengagement, less thanCAREERAnxiety due to job instability and lackof in-person collaboration50%of U.S. workers strongly believethat their organization caresabout their overall wellbeing.In late March/early April 2020,COMMUNITYLack of resources tocontribute and limited ability tobe involved in the community51 millionmore adults were sufferingsignificant worry on any givenday than were experiencingthe same emotion inAugust/September 2019.13Copyright 2020 Gallup, Inc. All rights reserved.PHYSICALWorking remotely allday with a computerand the risk of acontagious virus!COVID-19Threats to theFive Elementsof WellbeingSOCIALLockdowns andsocial distancingdisconnect peoplefrom each otherFINANCIALGlobal economicuncertainty

Individuals’ experiences can vary greatly acrosswellbeing elements.14THRIVINGSTRUGGLINGSUFFERINGWellbeing that isstrong, consistentand progressing ina particular elementWellbeing that ismoderate orinconsistent in aparticular elementWellbeing that isvery low and athigh risk in aparticular elementCopyright 2020 Gallup, Inc. All rights reserved.

THE BEST POSSIBLE LIFE SCALEPlease imagine a ladder with steps numberedfrom zero at the bottom to 10 at the top. Thetop of the ladder represents the best possiblelife for you and the bottom of the ladderrepresents the worst possible life for you.Q1On which step of the ladderwould you say you personallyfeel you stand at this time? (0-10)Q2On which step do you think youwill stand about five years fromnow? (0-10)The Cantril Self-Anchoring Striving Scale (ladder scale) was originated by pioneering social researcher Hadley Cantril in his 1965 book The Pattern of Human Concerns. George Gallup included the measure in his 1977 classicvolume Human Needs and Satisfactions: A Global Survey, and it has been tracked in Gallup’s World Poll since 2005 in more than 160 countries, representing 98% of the world’s population.15Copyright 2020 Gallup, Inc. All rights reserved.

net thrivingUsing Gallup’s Best Possible Life Scale — the gold standard across 160 countries and over amillion respondents — these individuals have positive views of their present life situation (7 orhigher on best life present) and have positive views on the next five years (8 or higher on bestlife future).They report significantly fewer health problems, less worry and less stress, sadness, depressionand anger. They also report more hope, happiness, energy, interest and respect.16Copyright 2020 Gallup, Inc. All rights reserved.

The Best Possible Life Scale Encompasses All Aspects of Your WellbeingBoth parts of the Best Possible Life Scale — best life present and best life future — are important becauseone reveals your current state, which influences your decisions right now, and the other reveals your hopefor the future.A C R O S S C O U N T R I E S , T H E P E R C E N TA G E O F E M P L O Y E E S I N T H E S E C AT E G O R I E S R A N G E S F R O M :8% to 87%12% to 77%0% to 35%THRIVINGSTRUGGLINGSUFFERINGPositive views ofpresent life situationand positive views ofthe next five yearsStruggling in presentlife situation anduncertain or negativeviews about futureMiserable views ofpresent life situationand negative views ofthe next five years7 or higher rating on best lifepresent and 8 or higher ratingon best life future17Copyright 2020 Gallup, Inc. All rights reserved.4 and below rating on best lifepresent and 4 and below ratingon best life future

Activate After Assessing

Organizational Wellbeing Interventions During COVID-19WE LLB E IN GE LE ME N TP O LIC IE SNot restricting promotionsdue to financial constraintsC O MMU N IC AT IO NDo an interest/stay surveyand communicate backC AR E E RS O C IALFIN AN C IALA career guide that outlinesall changes in how yourcompany does businessIN C E N T IV ESR E C O G N ITIO NEVENTSD E V E LO P MEN TFinancial incentive formaking a lateral move forthe benefit of the companyIncreasedacknowledgement for thosewho drive meaningfulbottom-line impactVirtual town halls to detailthe state of the businessStrengths-based leadershipdevelopment to addressneeds of followers during acrisisHave defined locationswhere gatherings can safelytake place (with appropriateresources such as masks,sanitizers, markedlocations, etc.)Incentives for providing peersupport (through coffeechats or informal one-onone connects)Bi-Weekly Good Newsvirtual meetings; in thesemeetings, employees willdiscuss what went well forthem this weekOrganize virtual team quiz,games and challenges“Power of 2” workshops onmaximizing relationshipswith othersOffer options to employeeswith respect to furloughs,early retirement and payreductions with flexible workoptionsAcknowledge peers who areable to immerse inalternative experiencesinvolving low costSpending challenge(controlling expenses)Open collaborationstructure to supportorganization’s COVID-19response strategiesReinforce social distancingnorm based on localregulations, as well as giveguidelines on how tomaintain in the officeenvironment (one-waywalkway across the facility)Create communities ofinterest with targetedopportunities to connect(regardless ofreturn-to-work plans)Childcare supportCommunicate proactivelyand regularly onmacroeconomic trends thatimpact organizational andindividual financial wellbeingShort-term loanoptions/cash advanceRaise awareness ofhealthier lifestyle and waysto improve immunity andhealthUpgrade workspace as wellas communal areas (suchas cafeteria) withappropriate changes forsafety and hygieneOffer work-from-home gear(monitor, headset) for thoseworking at home; incentivesfor employees whovolunteer for staggered (offhour) shiftsCelebrate healthy habits ofteam members during thepandemicVirtual physical wellbeingsummit (sharing of health,habits and routines)Remote workout classesProvide a regularly updatedresource guide on locationsto source essential goodsand offer the information tomembers of the localcommunityValue the time spent oncommunity service and/orhelping other employees tobe respected as productivetimeCelebrate employees whovolunteered for thecommunity and/or offeredsupport as healthcareworkers or essentialworkers during thepandemicHave group of employeessupport local communitiesby offering resourcedistribution support, doingcalls with at-risk members,and inquiring about theirsafety and wellbeingTransition and scale yourcore competency to developothers in the communitythrough digital channelsLong-term loan temporarypayment holidaysInstitute social distancingnorms in the workplaceP H Y S IC ALFAC ILIT IE SIncreased quality cleaningroutinesWelcome back brochure tocommunicate safety policiesRevisit and extend donationamounts based on financialfeasibilityC O MMU N IT YCopyright 2020 Gallup, Inc. All rights reserved.Create a campaign oncommunity serviceopportunities, stories andimpactProvide additionalincentives for highperforming teamsChange large, in-persongroup event behaviors tomore frequent, smallereventsVirtual interest groups (bookclubs, cooking classes)Package education modulesto enable people to do morewith less (funds)Savings challenge(achieving savingmilestones)

Research Trends and Their Impact onEmployee Wellbeing

Tactical Strategies for Wellbeing and People LeadersE N GA GE ME NT

employee engagementEmployees who are highly involved in and enthusiastic about their work and workplace.They are psychological “owners,” drive performance and innovation, and move theorganization forward.Employees can become engaged when their basic needs are met and when they have a chance to contribute, asense of belonging, and opportunities to learn and grow.25Copyright 2020 Gallup, Inc. All rights reserved.

The Engagement Hierarchy:Gallup’s Q12 Needs in the WorkplaceTwelve elements predict high team performance in critical business outcomes. The bestmanagers fully integrate the concepts behind each item into casual conversations,meeting agendas, performance evaluations and team goal setting.GROW THHow do I grow?Q12. This last year, I have had opportunities at work to learn and grow.Q11. In the last six months, someone at work has talked to me about my progress.Q10. I have a best friend at work.TEAMW ORKDo I belong?Q09. My associates or fellow employees are committed to doing quality work.Q08. The mission or purpose of my company makes me feel my job is important.Q07. At work, my opinions seem to count.Q06. There is someone at work who encourages my development.INDIVIDUALCONTRIBUTIONWhat do I give?Q05. My supervisor, or someone at work, seems to care about me as a person.Q04. In the last seven days, I have received recognition or praise for doing good work.Q03. At work, I have the opportunity to do what I do best every day.26BASIC NEEDSQ02. I have the materials and equipment I need to do my work right.What do I get?Q01. I know what is expected of me at work.Copyright 1993-1998, 2020 Gallup, Inc. All rights reserved.12 itemsCopyrightGallup,Inc. Allproprietaryrights reserved.TheGallup Q2020are Gallupinformation and are protected by law.You may not administer a survey with the Q12 items or reproduce them without written consent from Gallup.

Employee Engagement and Wellbeing Are Highly ReciprocalEngaged employees produce far better outcomes on everything. However, workers who are engaged but not thriving in theirlives are much more vulnerable and add risk to your organization.W HILE EMPLOYEE ENGAGEMENT HAS BEENON THE RISE FOR THE PAST 10 YEARS,36% of U.S. workers and just20% globally are engaged.THE BEST ORGANIZATIONS CAN EXCEED70% of their employees being engaged.Comparing employees who are engaged but not thriving in life with those who areengaged and thriving, those in the former group report the following risks:61%HIGHER LIKELIHOODOF BURNOUT OFTENO R A LW AY SSource: Wellbeing at Work27Copyright 2020 Gallup, Inc. All rights reserved.48%HIGHER LIKELIHOODO F D A I LY S T R E S S66%HIGHER LIKELIHOODO F D A I LY W O R R Y2xT H E R AT E O F D A I LYSADNESS AND ANGER

Engagement Segments Within U.S. Workplaces TodayEmployees can be segmented into three fundamental psychological conditions of engagement that are behaviorally predictive.36%50%14%ENGAGEDNOT ENGAGEDACTIVELY DISENGAGEDEngaged employees are highlyinvolved in and enthusiastic abouttheir work and workplace. They arepsychological “owners,” driveperformance and innovation, andmove the organization forward.Not engaged employees arepsychologically unattached to theirwork and company. Because theirengagement needs are not being fullymet, they’re putting time — but notenergy or passion — into their work.Actively disengaged employees aren’tjust unhappy at work — they areresentful that their needs aren’t beingmet and are acting out theirunhappiness. Every day, theseworkers potentially undermine whattheir engaged coworkers accomplish.B E S T - P R A C T I C E O R G A N I Z AT I O N S71%25%Note: Percentages for U.S. workplaces reflect data from March through November 2020. Percentages for best-practice organizations are averagepercentages of engaged employees across annual Gallup Exceptional Workplace Award winners in 2020.28Copyright 2020 Gallup, Inc. All rights reserved.4%

Compared with employees who have high engagement but otherwise exhibit low levels of wellbeing,those who are engaged and who have high wellbeing in at least four of the five elements are:2930%42%27%27%more likely to not miss anyworkdays due to poor healthin any given monthmore likely to evaluatetheir overall lives highlymore likely to report“excellent” performancein their own job at workmore likely to report“excellent” performanceby their organization45%59%18%19%more likely to reporthigh levels of adaptabilityin the presence of changeless likely to look for a jobwith a different organizationin the next 12 monthsless likely to changeemployers in a12-month periodmore likely to havevolunteered their time inthe past monthCopyright 2020 Gallup, Inc. All rights reserved.

Include employees inwellbeing conversationsEmployee engagement dimensionsaddressed:- At work, my opinions seem to count- I have the materials and equipmentI need to do my work rightCopyright 2020 Gallup, Inc. All rights reserved.

Have each employee identify the element of wellbeingthey feel comes naturally to them and at which theyare most successfulEmployee engagement dimension addressed:- At work, I have the opportunity to do what I do best every dayCopyright 2020 Gallup, Inc. All rights reserved.

Recognize employees fortheir wellbeingachievementsEmployee engagement dimensionsaddressed:- In the last seven days, I havereceived recognition or praise fordoing good work.- My associates or fellow employeesare committed to doing qualitywork.Copyright 2020 Gallup, Inc. All rights reserved.

Follow up to show howmuch you careEmployee engagement dimensionsaddressed:- My supervisor, or someone at work,seems to care about me as aperson.- I have a best friend at work.- In the last six months, someone atwork has talked to me about myprogress.Copyright 2020 Gallup, Inc. All rights reserved.

Create a wellbeing board of directorsEmployee engagement dimension addressed:-Copyright 2020 Gallup, Inc. All rights reserved.In the last seven days, I have received recognition or praisefor doing good work.There is someone at work who encourages my development.

Create a sharing network tocommunicate best practicesEmployee engagement dimensionsaddressed:- This last year, I have had theopportunities at work to learn andgrow.Copyright 2020 Gallup, Inc. All rights reserved.

Intentionally link eachintervention to at least oneother element of wellbeing.Employee engagement dimensionsaddressed:- This last year, I have hadopportunities at work to learn andgrow.- My supervisor, or someone at work,seems to care about me as aperson.Copyright 2021 Gallup, Inc. All rights reserved.

Include wellbeing goal setting andmilestones in work reviews andmeetingsEmployee engagement dimensions addressed:- This last year, I have had the opportunities atwork to learn and grow.- In the last six months, someone at work hastalked to me about my progress.- My supervisor, or someone at work, seems tocare about me as a person.Copyright 2020 Gallup, Inc. All rights reserved.

Link the wellbeing of each employee to the successfulmission, purpose, and culture of the organizationEmployee engagement dimension addressed:- The mission or purpose of my company makes me feel my jobis importantCopyright 2020 Gallup, Inc. All rights reserved.

Tactical Strategies for Wellbeing and People LeadersS T R E N GTHS

“Combining strengths andwellbeing at work ispotentially the mosttransformational treatmentyet in the urgent pursuit ofresiliency, mental health andultimately, net thriving.”— JIM HARTER, PH.D.40Copyright 2020 Gallup, Inc. All rights reserved.

How can wellbeing and people leaders integrate strengths into their initiativesand communications?45 Allow for multiple modes of participation and completion. Focus on positive qualities of individuals, rather than leading with something that might be construed asnegative (example: high blood pressure, high stress). Ask employees to apply their unique interests and abilities to a program or event. Equip managers with resources that help them have strengths conversations with individuals on their team. Design wellbeing challenges or programs to be complete with partners or groups so the diversity of strengthsis present and clear. Ask provoking questions rhetorically in your communication. “What did you eat on a day when you felt like youhad a lot of energy?” “What workout or physical activity gives you endorphins?” Use subliminal language in your communication that helps people get excited about participating (ex: Here’s agood way to learn about resilience. Who’s ready to win? Here’s the history on burnout. Connect with yourcolleagues in this program.)Copyright 2020 Gallup, Inc. All rights reserved.