The Short-comings of Pure Actuarial-based Corporate Applications

Pure actuarial-based corporate enhancing applications function essentially within given paradigms. While ongoing number crunching may indeed flesh out new associations in terms of cause and effect, the data remains limited by the existing understanding of the dynamics in a closed system. Put simply, the understanding bias determines the data input. Any new trends emerging from tweaking behaviours and monitoring outcomes may indeed lead to refinements of understanding as to what predisposes to enhanced wellness and performance within the work environment. However this enhancement is a reflex evolution which is not underpinned by advancements in the understanding of the neuropsychology of working people within an existing corporate environment.

It is not surprising therefore that in 2015 a study across Corporate USA revealed only  28% of the workforce enjoyed adequate levels of meaning and purpose within the work environment. From a neuropsychological perspective we know that diminished meaning and purpose leads to compromised performance and loyalty as well as to issues of wellness. More specifically, compromised meaning and purpose has been shown to devolve into a state of hopeless-helplessness with the development of pro-inflammatory chemistry (underpinning many illnesses such as neurodegenerative conditions, cardiovascular disease and cancer).

I would contend therefore that pure actuarial-based wellness and performance programs in the corporate environment are limited in their ability to provide real insight into behavioural dynamics and change. At best they may optimize prevailing processes within a given paradigm, but this is algorithm-based and is therefore reflexive and devoid of innovation based on a broader context of understanding. Let me illustrate this with a simple example: Actuarial figures may show that productivity is highest amongst employees whose working hours are between 10.00am and 5.00pm as opposed to those working between 8.00am and 3.00pm The actuarial-based program would therefore conclude that the working hours of 10.00am to 5.00pm provide more optimal performance. However if one delves deeper into the dynamic of these working individuals (beyond the realm of actuarial science)  we may uncover that there is a significant proportion of single parents in this sample who need the extra morning time to organize the home and get the kids off to school. With peace of mind therefore, they are able to engage their work environment with more commitment.

Pure work-based actuarial data reflects only a small part of the narrative. Human beings are multi-faceted in time and space. The appropriate corporate-enhancing program would therefore need to engage the people in the context of their multifaceted nature to be successful.

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