Supporting KPMG's High Performing Culture

The ‘big four’ auditing firms are well known for being well-oiled, professional and high performing organisations.

If you are looking for a gleaming example of an engaged workforce, a proven example of positive teamwork and a culture of recognition and celebration, they tend to have it.  If you want to see a team pull together to get the job done, irrespective of the time of day, you have found it.  These organisations are motivated to minimise turnover and provide the kind of progressive environment that allows a thriving competitive culture.

Recently KPMG launched its new customised digital platform in partnership with Synergy Health.  The platform enables KPMG to provide its employees with a range of comprehensive wellbeing, safety and organisational development programs.

Within the first 3 months of launch, 75% of KPMG’s employees have voluntarily registered and we expect this to continue to steadily increase over the coming month.

In their first team challenge they had 93 teams representing 371 participants.  Together they:

  • Took 110,813,800 steps;
  • Completed 290 random acts of kindness;
  • 273 of them swapped sugary drinks for water;
  • 300 measured the shortest route to their nearest emergency exit in case there is an emergency;
  • 289 expressed their gratitude towards someone else;
  • At least 5,420 squats were performed in the 4-week period.

During this first challenge, the fiercely competitive employee base at KMPG told us that their number one reason to take part in the challenge (other than the obvious health benefits) was to connect better with their workmates.

They told us that it was a ‘great opportunity for them to work together as a team’, ‘to be involved in something fun’, and to increase their mindfulness activity.  They reported that as a result, they are walking over to their colleagues more to discuss work in person rather than relying on email communication.

Following the challenge they reported that they are more motivated to be aware of their sedentary day and the incidental steps that they can incorporate without having to dedicate more time to ‘fitness’.  Some reported that they are eating more fruits and vegetables, limiting their fast food intake and making a conscious effort to eat more whole foods.

  • A staggering 95% of participants feel confident in their ability to maintain the changes they made throughout the four-week challenge,
  • 63% believe that they have increased their productivity as a consequence of completing the challenge
  • 94% would recommend others to take part in this or a similar challenge.

You might be surprised to know that it was often the teamwork rather than the exercise that motivated the masses to change their behaviour.  Many surveyed participants commented on the ‘healthy competition amongst teams’, the team camaraderie and support, the meeting new people because their team members were in another department.  They made comments praising the team aspects and the satisfaction of completing something together.

With a demographic typically motivated by ‘recognition’ and ‘success’, it is no surprise that the participants enjoyed having a daily goal to meet, and the reward of achieving a tangible outcome.

Some of the participants recognised that the more traditional ‘steps challenges’ can fast lose their novelty.  That is why we believe that it is so important to include elements of the ‘10 Healthy Habits’ in all challenges because wellbeing is about the whole person, and also to keep things fun and engaging over time.

We know that to promote long term behaviour change, a well-rounded program includes four components – ‘Awareness’, ‘Education’, ‘Motivation’ and ‘Reward’. KPMG’s program contains each of these components and covers a range of wellbeing, safety and organisational development topics. It is designed to support KPMG in their ongoing drive to promote a professional and high performing culture.

If your organisation is seeking real behaviour change, in a sustainable and engaging way, it is worth investing the time to create a program that is built with your broader strategic objectives in mind, and offers your employees the tools and resources to engage themselves.

We continue to learn that building a behaviour change program needs to be customised enough to take into account the key values of the demographic in which you are engaging.  A successful program is one which aligns to their personal values.

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