In 2016, Southern Wine & Spirits merged with Glazer’s beverage maker to create the nation’s largest alcohol distributor. With a workforce spanning North America and today numbering more than 26,000, the merger highlighted for leadership that talent would be critical to the success of the new company. To enable that talent, the organization has doubled down on employee wellness.
“We were well ahead of the COVID curve,” says Amy Kickham, chief HR officer, about Southern Glazer’s investment in wellness. Today, offerings take a holistic approach to employee wellness—from commuter benefits to tuition assistance to a 401(k) for which employees are eligible from their first day. The goal of better employee health and wellness also comes to life through Southern Glazer’s Be You, Only Better (BYOB) program, which encourages competition and community as a way to promote healthier living.
Currently, 45% of Southern Glazer’s employees participate in BYOB and have given the program an 85% satisfaction rating.
Kickham—who joined Glazer’s in 2012 and went on to hold several HR leadership positions at Southern Glazer’s—recently spoke with HR Executive about how the BYOB program is improving employee wellness and business outcomes.
Kickham: BYOB has improved the health and wellness of our employees, increased engagement and morale, and created a better work/life balance. Most importantly, it has made a positive impact on our workplace culture.
We have a step program where people can get together, join teams and have a competition. I’m looking outside my window now and I can see it. People take 30 minutes at lunch and walk around the park, and they’re getting their steps in, monitoring their heart rate and ensuring they’re taking care of themselves.
HR Executive: What does that culture impact look like?
Kickham: It’s about fostering the culture of support and inclusivity. We talk about our “HEART Values” associated with our Culture of Belonging. No matter who you are, where you work or what you do, we want you to be a part of BYOB. Be part of the competitions, check the dashboard, help name your team—they get very creative with the names! All of that fosters inclusivity, reminds people that we’re not just here to sell products or do a job; we’re all here as part of something bigger, and wellness plays a big part in that.
HR Executive: How did COVID affect the BYOB program?
Kickham: Significantly. Not only does the program focus on social wellbeing, health and wellness, but you can log in and take financial wellbeing classes or get connected to counselors or others who may be experiencing a similar situation as you. Especially during COVID, the platform became an avenue for employees to seek better mental, physical and financial wellbeing during such a tumultuous time.
HR Executive: How has the program been able to make a meaningful difference for employee wellness while still addressing cost containment concerns from the C-suite?
Kickham: Reduced costs have been one of the outcomes of BYOB. It gives us a competitive edge when it comes to attracting and retaining talent, and it drives higher productivity and has reduced costs because people are getting preventative care and mental health support. When employees get moving more, when they’re putting a focus on nutrition or into areas where they are making themselves healthier, your medical costs are going to go down.
HR Executive: How can HR professionals prioritize their own wellbeing, especially in times of uncertainty and change?
Kickham: It’s difficult. As HR professionals, we’re busy taking care of our employees. At Southern Glazer’s, we have 26,000-plus employees. My concern is their health and wellbeing—that they’re taking care of themselves—so it’s easy to forget to take care of myself too. But if we as HR professionals aren’t healthy, aren’t feeling well or presenting our best each day to the organization, it’s not fair to our teams, our leadership, our C-suite. I have to show up as my best Amy so I can take care of our employees.
HR Executive: One of Southern Glazer’s taglines is “bringing people together.” How does that theme influence how you approach employee wellness?
Kickham: We build world-class brands for moments that matter. And we bring our people together to celebrate moments. We have distribution centers all over our footprint in the U.S., Canada and the Caribbean and selling divisions in that same footprint. It’s important that we bring those groups together to ensure we’re aligning with our Culture of Belonging and that they can all bring their best selves to the table. Our goal is to be “one HR”—to show up within all of these divisions to ensure inclusivity and belonging.
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