As a CFO, I constantly find myself taking multiple mindsets intoconsideration on behalf of our company, employees and clients, anddeciding which investments and priorities will garner the best ROI.Essentially, I’m “the numbers guy.”

Now, I enjoy a good ROI conversation like any good financialleader. So what I’m about to tell you may come as a surprise: Whenit comes to workplace well-being, it’s not all about thenumbers.

Much discussion about the ROI of workplace well-being programshas been focused on answering one question: Will well-beinginitiatives reduce our company’s insurance claims?

For many companies, this is a valuable measure in showing theeffectiveness of workplace well-being initiatives, but it is justthat — one quantitative measure.

It is a crucial question to be able to answer to determine ifhealthier lifestyles are being created as aresult of well-being programs; however, I’m concerned that in oursearch to quantify the ROI of corporate well-being programs, we’reat risk of oversimplifying the nature and role of our employees’health.

Related: What's the key to having a positive workculture?

I strongly believe we need to broaden the way we think about anddemonstrate the value of employee well-being programs—to includeboth the hard numbers and ROI measures like a reduction ininsurance claims, as well as the VOI, or “value of investment,”which speaks to the broader implications of workplace well-beingand its effects on the overall tone, culture and effectiveness ofan organization.

So let’s take a step back and gain some perspective on employeewell-being, how it affects the work we do, and explore a series ofthe more qualitative benefits of prioritizing well-being in theworkplace.

Employee well-being snapshot

Well-being is not simply physical health.

Increasingly, employers are looking at employee health from awhole-person view, recognizing its physical, social, emotional,financial and environmental dimensions. Reports are being publishedon an almost weekly basis detailing the close link between employeewell-being and job performance.

A positive well-being contributes to higher job performance andengagement. According to Gallup, just over 30 percent of the Americanworkforce calls themselves engaged, and 17 percent is activelydisengaged.

At the same time, nearly half of working adults say their job affectstheir overall health, with only 28 percent saying the effect isa good one.

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The value of workplace well-being programs

I believe well-executed employee well-being programs have thepotential to help turn some of these numbers around, and contributeto a healthier, more productive and engaged workforce. In additionto helping to cut health care costs for companies, workplacewell-being done right can:

• Support engagement, performance and talentretention. One of the crucial pillars of employeeengagement is employee well-being. Gallup has found that employeeswith high well-being and engagement are 27 percent more likely toreport excellent performance in their job, miss70 percent less workdays throughout the year due to poor health,are 45 percent more likely to be highly adaptable and are almost 60percent less likely to look for a job with a different organizationin the next 12 months.
  
  Programs that effectively help employees build and sustain healthybehaviors across physical, mental and emotional capacities cancontribute to a thriving, high-performing workplace.

• Communicate you truly care about youremployees. In recent research we conducted, 70 percent of well-beingprogram participants reported that the presence of a well-being program communicatesthat their employer cares about them.
  
  In the age of the employee experience, employees view theirwell-being as an opportunity for personalization: Our researchfound that both well-being program participants and those whochoose not to participate agree that well-being should becustomized for their unique goals.
  
  Investing in the unique health and well-being needs among youremployee base communicates that you care about them beyond theirproduction value, and contributes to a more well-roundedculture.

• Provide additional leadership opportunities and employeeinteraction. Just like any strategic initiative, championsacross all levels of the organization are essential to programsuccess. Well-being initiatives provide opportunities for employeesto lead in areas they may be particularly passionate about, givingthem visibility and access across the organization they may nothave otherwise had in their daily projects.

In addition, our research has found that employees want to connect with other like-mindedemployees with similar health interests and risks.

This is especially true among those who don’t currentlyparticipate in well-being activities at work. Employees are seekinga sense of community, and well-being activities can help to connectthose on your team who may have no other natural opportunity—whichin turn, helps to create a more supportive and communal workenvironment.