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Our Favorite Stats

Our Favorite Stats

We love to make the business case for workplace flexibility and well-being programs!  Why? Because there’s just so much information out there to demonstrate the value.

After you compile best practices/case studies from organizations in your industry, region, size, etc., use some of these compelling statistics to round out your case:

Engagement & Retention

  • Starbucks measures the link between employee engagement and customer satisfaction. They say 87% of the company’s brand affinity is driven by the way it treats employees. (2014 customer survey, cited by AMA)
  • At PwC, if Millennials were able to make their job more flexible, 64% would like to occasionally work from home, and 66% would like to shift their work hours. (PwC’s Next Gen, 2013)
  • The overwhelming majority (86%) of workers say their most important priority in their career is maintaining work/life balance (2009 Emerging Workforce Study, Spherion)
  • Double-digit growth companies have 39% more highly engaged employees and 45% fewer disengaged employees than single-digit growth companies. (Hewitt Associates, cited p12 CVWF )
  • A Watson Wyatt  study attributed a 3.5% increase in shareholder returns to flexible work arrangements, crediting flexible work with increased productivity and improved retention. (Watson Wyatt, 2002)
  • Flexers are almost 2x as likely to stay in their current jobs (79% to 44%) and they’re 4x as engaged at work. (43% to 11%). (When Work Works: 2009 Guide to Bold New Ideas)
  • Engagement is 55% higher for hourly workers with flexibility than for those without and turnover is half.[6]
  • 40% of employees worldwide want employers to provide more flexible working conditions. A total of 33% would consider looking for employment elsewhere in search of better mobile working benefits. (iPass, the Mobile Workforce Report, 2011)
  • 36% of office-based employees waste 2 or more hours a day (2008 Wasted Time Survey)
  • After salary, the thing that contributes most to employee satisfaction is work life balance. (OfficeTeam survey, 2012)
  • One in three U.S. workers describe their workload as “unmanageable.” (Mercer ‘What’s Working’ Survey, 2012)

On the Need for Manager Training

  • Supervisors rate employees who start work later than most colleagues as lower performers, even though flextime policies allow late starts. (Morning employees are perceived as better employees, Journal of Applied Psychology, 2014)
  • 49% of federal agencies cited management resistance as a barrier to the use and expansion of telecommuting practices[5]
  • One-third of managers believe that employees who use flexible work won’t get very in their organizations. (WorldatWork, 2011)


  • Telecommuters “give back” 60% of the time they spent commuting[3]
  • Telecommuters with flexible schedules work up to 57 hours/wk before reporting work/life stress, compared to 38 hours for office workers with no flexibility.[4]
  • Companies can reduce operating costs by more than $6,500 for every person who telecommutes just once a week. (Telework Research Network)

Health & Wellness

  • Medical costs are expected to rise 3% to 15% in major markets. Well-being programs reduce those trends by 2% to 5%.  (Mercer Global Medical Trends, 2010)
  • Flexible workers are twice as likely to be in excellent health than workers without flex (35% to 19%). (When Work Works: 2009 Guide to Bold New Ideas)
  • Flexible workers sleep more, report better sleep quality, have more energy, are less stressed, and are less inclined to go into work when sick. (Journal of Health and Social Behavior, Dec. 2011)
  • Nearly 80% of people who get the flu still go into work sick. (Walgreen’s Flu Impact Report, 2011)
  • During the recent outbreak of the H1N1 virus, 7 million people were affected by their coworkers. (Family Values at Work, 2011)


  • Stress is responsible for 19% of absenteeism, 40% of turnover, and 60% of workplace accident costs. (Chrysalis Performance Strategies, cited p13 CVWF)
  • At Bristol-Myers Squibb, employees who use flexible work arrangements scored, on average 30% lower in stress and burnout. (cited p13 CVWF)
  • Flexible workers 3x more likely to stay their stress level is low, when compared to workes with little to no flexibility (26% to 8%). (When Work Works: 2009 Guide to Bold New Ideas)
  • A study by the Corporate Executive Board found that employees who feel they have work-life balance tend to work 21% harder, and are 33% more likely to stay with the organization. (2009)
  • At Cisco, employees give back 60% of the time they spend telecommuting. (Cisco Teleworker Study)
  • Employees with flexible schedules who sometimes telecommute can work up to 57 hours each week before they experience work-life stress. (BYU study of IBM employees)
  • A medical coding department billed $2MM per year faster after implementing telework.  (LMW client data, 2012)
  • A study of managers in 15 Western European countries found that three-quarters (77%) of managers believe that enabling flexible working increases employee productivity by 46%. (Microsoft commissioned study)
  • In an older study, 70% of managers and 87% of employees reported that working a flexible arrangement had a positive or very positive impact on productivity. (Center for Work and Family, 2000)
  • 97% of HR professionals say that productivity is the same (17%) or better (80%) with flexible work.  (SHRM, Workplace Flexibility in the 21st Century study, 2009)
Taking Vacation
  • Researcher Mark Rosekind of Alertness Solutions found that a vacation can increase reaction time by 30% to 40% even after the trip is over. (2006,study commissioned by Air New Zealand)
  • Iowa State professor Wallace Huffman says a holiday can boost productivity by 60% for a month or two following vacation. (cited by CS Monitor)
  • A nine-year study tracked 12,000 middle-aged men and found that taking an annual vacation is associated with reduced risk of death due to heart disease. (Journal Psychosomatic Medicine, 2000, cited by WSJ)
  • Failing to take a break at least once a year increases psychological health issues in women. The risk of depression increases as the frequency of vacations decline. (Wisconsin Medical Journal, 2005, cited by WSJ)
  • Simply leaving the office isn’t good enough…not if you have your BlackBerry in hand.  According to researchers at the Faculty of Management at Tel Aviv University, people who remain connected to the office don’t get the same vacation benefits as those who leave work behind. (Cited by New York Times)

Market Return

  • ‘Great Place to Work’ companies outperform industry benchmarks by two times the market return, with an average annual return of 14%. (Does the Stock Market Fully Value Intangibles? Employee Satisfaction and Equity Prices.” MIT, 2007.)

3 2009 Cisco Teleworker Survey
4 Brigham Young study of IBM employees
Booz, Allen, Hamilton On Demand Government:  Deploying Flexibilities to Ensure Service Continuity
Part-Timers Make People Strategy Whole, HR Magazine, August 2010

8 USA Today, 8/11/10
CBS News 8/11/10
10 CBS News 8/11/10


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