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India Ranks Second Globally In Employee Wellbeing, Outpaces Japan

India's strong survey performance highlights its commitment to a healthy work environment.

Priyanka Kesarwani by Priyanka Kesarwani
November 16, 2023
in What’s Buzzing
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In a recent survey conducted by the McKinsey Health Institute, India has emerged as the second-highest ranked country globally in terms of employee wellbeing. The survey assessed various dimensions of wellbeing, including physical, mental, social, and spiritual health, offering valuable insights into the state of work-related health across the globe.

Japan, known for its long-term job opportunities, faces challenges as employees find it difficult to switch positions, particularly due to the prevalence of short-term contracts. The majority of Japanese workers under such contracts experience dissatisfaction and high stress levels.

Japan’s Struggle and India’s Ascent

The study revealed that Japan, despite its reputation for offering long-term job stability, found itself at the bottom of the global rankings with a meager 25% score. This low ranking is attributed to challenges in the Japanese work environment, including the prevalence of short-term employment contracts and difficulty for workers to explore alternative job opportunities.

Contrastingly, India secured the second position with an impressive 76% score. Indian participants indicated robust scores in physical health (81%), mental health (79%), and social and spiritual health (78%). However, the report also highlighted a concerning aspect – a high burnout rate of 59%, suggesting a need for attention to work-related stressors.

Global Comparisons and Insights

Turkey claimed the top spot globally with a score of 78%, showcasing the importance of a holistic approach to employee wellbeing. China closely followed at 75%, contributing to the rising trend of Asian countries prioritizing their workforce’s overall health.

The survey encompassed responses from 30,000 participants across nearly 30 countries, providing a comprehensive view of the global landscape. It identified key factors influencing employee wellbeing, shedding light on the commonality of issues such as burnout and exhaustion across different nations.

Burnout: A Common Global Challenge

The study found that over 50% of workers globally displayed signs of burnout, a concerning trend that triples the likelihood of employees quitting their jobs. In the 30 countries covered by the survey, 22% of workers reported experiencing burnout symptoms at work. Demographic disparities revealed higher burnout rates among younger workers, those employed by smaller companies, and non-managerial professionals.

Despite India’s well-being dimensions, it recorded the highest burnout symptoms rate at 59%, surpassing Saudi Arabia (36%), Egypt, and Chile (33% each). Cameroon reported the lowest burnout symptoms rate at 9%.

Implications for Employers

The results underscore the critical role employers play in influencing their employees’ physical, mental, social, and spiritual health. Creating a work environment that prioritizes employee wellbeing is not only essential for retaining talent but also for enhancing overall organizational performance.

India’s Strong Performance

India’s noteworthy performance in the survey sheds light on the nation’s commitment to fostering a healthy work environment. The results are particularly significant given the ongoing discourse sparked by Narayan Murthy’s suggestion for young Indians to dedicate 70 hours a week to nation-building efforts.

The renowned tech innovator and Infosys founder received mixed responses to his proposal, with some supporting the idea and others expressing disagreement. This survey underscores the existing dedication of Indian workers, who already log an average of 47.7 hours per week, according to the International Labor Organization.

Conclusion

India’s notable ascent to the second position in global employee wellbeing rankings sends a clear message about the changing dynamics of the modern workplace. As organizations continue to navigate the challenges of a rapidly evolving work landscape, prioritizing employee wellbeing emerges as a strategic imperative. The survey serves as a valuable tool for employers worldwide, offering insights into the factors that contribute to a healthy and productive workforce.

Also Read: Japanese Startup Launches Balloon-Based Space Viewing Tour

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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