In today’s hyper-competitive business landscape, companies are constantly seeking the edge that will propel them ahead. While cutting-edge technology and innovative business models are undoubtedly important, many overlook their most valuable asset: their people. Investing in employee wellbeing isn’t a feel-good initiative or a box to tick on a corporate social responsibility checklist; it’s a strategic imperative for driving employee engagement and unlocking innovation and sustainable growth.

This approach starts with a deep commitment to putting people first, recognising that healthy, thriving employees are the foundation of any successful organisation. It requires a fundamental shift in how companies view healthcare within the workplace – moving beyond basic benefits to cultivate an environment where employees feel valued, supported, and empowered to be their best selves and live with high levels of vitality. 

Unlocking human potential: the Cigna Healthcare approach

“At Cigna Healthcare, supporting and driving wellbeing is at the core of everything we do,” explained Sherry. “We are pioneering a new era of healthcare, one that places people at the centre by focusing on whole-person health and vitality. We believe that empowering individuals to prioritise their wellbeing can correlate to tangible business results, including improved performance, deeper engagement, and increased productivity.”

This commitment to wellbeing isn’t merely an external-facing initiative; it’s deeply ingrained in Cigna’s own culture. The company recognises that a thriving workforce is the key to innovation and delivering exceptional customer experiences.

Chandra elaborated on this point: “While the importance of employee wellbeing has long been acknowledged, the increasing complexities and evolving expectations of today’s workplace make it more critical than ever. By fostering a collaborative and inclusive environment where our own employees can thrive, we drive engagement, fuel creative problem-solving and empower them to reach their full potential, driving innovation from within. This, in turn, translates directly to better outcomes for our customers.”

The power of vitality: fuelling workforce success 

“Our recent International Health Vitality Study provides a comprehensive overview of variables impacting people’s ability to thrive both individually and in an organisational setting,” said Sherry. “We recognise that health and wellbeing are multi-dimensional, encompassing all aspects of life impacting an individual’s ability to thrive, such as our careers, intellectual pursuits, and financial factors. All of this together is what we call vitality.

“Employees with high levels of vitality are demonstrably more engaged and productive,” Sherry continued. “They bring energy and enthusiasm to their work, which translates into significant business results, including a positive impact on profitability. Our research also reveals a strong correlation between high vitality and better physical health. Individuals with higher levels of vitality tend to adopt healthier habits and engage proactively with their health, leading to fewer sick days and a reduced likelihood of developing chronic conditions. This, in turn, lowers healthcare costs for everyone, including employers.”

Sherry emphasised the crucial role of workplace culture in fostering vitality: “Business leaders have the power to shape a future where wellbeing is woven into the fabric of their organisations. For example, our research shows that hybrid work models are often linked to increased job satisfaction and higher levels of vitality compared to fully remote set-ups. This underscores the need for organisations to adopt a proactive and holistic approach to employee wellbeing.”

Creating a culture of continuous learning

Cultivating a culture of continuous learning is another critical component of fostering a thriving workforce with high levels of vitality. When companies prioritise employee growth and development, they send a powerful message that their people are valued and that their professional development is a shared priority.

“This commitment goes beyond simply offering generic training programmes,” Chandra explained. “It’s about actively investing in upskilling and reskilling employees to meet the evolving demands of the business landscape. At Cigna, we provide access to a wide range of learning opportunities, from online courses and workshops to mentorship programmes and conferences. This empowers our employees to expand their skill sets, stay ahead of industry trends, and contribute at their highest potential. This, in turn, creates a virtuous cycle of shared learning, innovation, and overall success.”

Equity for diverse populations 

A natural complement to this commitment to employee wellbeing is a dedication to creating a workplace where diversity of thought is celebrated and embraced. Innovative and successful companies understand that a truly resilient workforce reflects the diversity of the world around it. This requires prioritising both equality and equity within the organisation.

Our research shows that hybrid work models are often linked to increased job satisfaction and higher levels of vitality compared to fully remote set-ups

“While every individual’s experience is unique,” Sherry acknowledged, “data and lived experiences tell us that employees from diverse populations often face distinct disparities in the workplace, which can significantly impact their overall wellbeing and engagement. For instance, our International Health Vitality Study revealed that women, globally, experience less desirable health outcomes compared to men. They are significantly more likely to report stress, burnout, and poor mental health, and they often cite lower vitality levels. While men often derive high vitality from greater financial security and emotional wellbeing, leading to a more positive outlook, women often bear the brunt of societal expectations and caregiving responsibilities, detrimentally impacting their energy and overall health and vitality levels.”

While gender is a significant factor influencing wellbeing, it’s crucial to recognise that other dimensions of diversity, such as race, ethnicity, age, sexual orientation, and disability, also play a vital role. It’s paramount for employers to understand the distinct needs of these diverse populations and meet their people where they are. This means providing inclusive and equitable support programming and benefits that address the specific challenges faced by different groups, fostering a sense of belonging and enabling all employees to thrive.

Chandra emphasised that creating a truly inclusive environment requires more than simply welcoming diversity and offering inclusive benefits; it demands active investment. “Employers must invest in talent to promote diversity and inclusion at all levels of their organisation,” he explained. “Diverse teams bring a wealth of different perspectives and ideas to the table, which leads to better decision-making, greater innovation, and, ultimately, a stronger organisation.”

Investing in the future of success

Prioritising employee wellbeing should not be an afterthought, but a strategic imperative for driving innovation and growth. 

“When we invest in our people, we invest in the future of our success. Employees who feel valued, empowered, and inspired are the driving force behind innovation, productivity, and lasting success,” concluded Chandra.

“In today’s competitive landscape, a thriving workforce is the ultimate differentiator,” summarised Sherry. “By prioritising whole-person health and creating a culture of vitality, organisations empower their employees to drive the innovation and sustainable growth that directly impacts the bottom line.”