Businesses are becoming aware of the need to create a workplace which provides wellbeing for their employees, enabling them to contribute positively and successfully.
There is however no ‘one size fits’ all when it comes to wellbeing programs and initiatives in the workplace and there is often a confusing maze of options available. There is also no common understanding or agreement as to what constitutes employee wellbeing at work.
Wellbeing can encompass physical, mental, emotional and psychosocial health with the provision of a positive and supportive culture that enhances employee engagement, satisfaction and performance.
Some businesses focus their wellbeing initiatives purely on physical benefits by providing their employees with ‘perks’ such as gym memberships, flexible work arrangements, ergonomic workspaces, healthy snack options, lunchtime yoga classes etc.
Others focus their attention on employee mental health by ensuring their leaders have adequate training to recognise and support employees experiencing symptoms of burnout, stress and other psychological challenges. These businesses will often also ‘buy’ in expert support and/or provide digital wellbeing focused workshops for staff to participate in.
There are two obvious directions businesses can take in developing wellbeing programs and initiatives in their workplace.
The first way is to understand what problems they are trying to ‘fix’, and tailor any wellbeing initiatives accordingly. Whether they are experiencing issues such as employee retention, absenteeism, lack of engagement, employee burnout etc, any wellbeing initiatives they undertake can be directed specifically towards addressing these challenges.
The second direction businesses can take in developing wellbeing initiatives is to pre-empt any potential issues by ensuring that they provide a ‘holistic’ approach to wellbeing. This entails providing a flexible range of initiatives and programs allowing staff to participate in activities which are suited to developing and maintaining their own personal wellbeing.
Although wellbeing programs and initiatives are generally well intentioned, they can also ‘miss the mark’ for several reasons.
1.They are often not aligned with the strategic direction of the business and are seen as something separate, as a ‘once off’ initiative rather than integrated with the normal running of the business. An example of this is a common approach to the yearly ‘R U Ok’ day and activities as a once off focus rather than being part of a regular ongoing engagement with staff.
2. Implemented as a ‘quickfix’ to a problem, rather than a long term initiative to embed into the business culture.
3. No shared practical understanding of what ‘wellbeing’ looks like in their business.
4.Too much focus on provision of individual digital tools, and no follow-up as to whether they have had any positive long term impact.
4. No ‘buy’ in from managers to ensure commitment to sustaining positive initiatives. Wellbeing needs to be part of the culture of the business, driven and modelled from the senior management in order for it to be part of ‘the way we do things around here’.
5.Wellbeing initiatives are often delegated to a wellbeing co-ordinator or external consultants rather than seen as the shared responsibility of all senior staff.
Research suggests that businesses with positive wellbeing initiatives have higher staff morale and engagement, with a supportive and positive culture, lower staff turnover, higher productivity and profitability, and fewer safety incidents.
Employee wellbeing is no longer an optional extra for businesses, but has become a key driver of good business practice. Businesses are expected to take the wellbeing of their employees seriously, and to ensure they are providing an environment in which their employees can feel well and thrive.
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