A focus on employee wellbeing is no longer seen as a “nice to have” and is instead a fundamental component of workplace strategy. Experts say not only are companies who prioritise the physical and mental health of their staff more likely to win the talent war, but they will also reap the benefits on their balance sheets.
The pandemic and its aftermath has further cemented this approach, and will have a “strong and lasting impact”, says Fania Stoney, chief executive of Healthy Place to Work. She says in the new normal, people’s expectations have shifted.
“In a pre-pandemic environment, an organisation might have got away with the occasional nod to wellbeing – a fruit basket here, a yoga session there. The pandemic experience has given people the chance to reflect on what is important to them, particularly when it comes to their health in the workplace, and how their organisation is – or isn’t – supporting them in that.”
And as people begin to consider this, “The Great Resignation” is happening, with people willing to make the move to a job that values their work but also their health. What Healthy Place to Work is seeing is that “people are actively seeking out organisations which are clear on their health offering, able to articulate it, and live up to the promise”, Stoney says.
People are increasingly savvy on who is being authentic, and who is merely paying lip service to a wellness culture, she adds. “Leaders who genuinely care for the wellbeing of their people, and demonstrate healthy behaviours themselves, are more likely to be creating a healthy workplace.”
This sentiment is echoed by Cathal Divilly, chief executive of the Great Place to Work Institute Ireland . “The remote way of working meant there was less of a focus on a narrative that what builds a great culture is free food/fancy offices or ‘chill out’ office areas,” says Divilly. Organisations are realising that their culture needs to be built on solid foundations and sound structures, he adds.
“Foundations of speaking and listening to people, getting consistent communication throughout the business and solid structures of strong people leadership are what determines how sustainable and healthy your culture is, and we have seen a great focus from workplaces in these important areas.” This was even more crucial as people adjusted to remote working, he says.
“A key question to be answered will be how did companies show up for people during this pandemic – so many organisations have done some amazing things for their people over the last few years. They will be on the front foot when it comes to attracting talent.” But according to Divilly, a balance between performance and wellbeing must be achieved “and not over index on one area rather than the other”.
Authentic strategy
Divilly echoes Stoney’s comments on authenticity. “Having an authentic health strategy internally allows you to communicate externally when you are looking to attract talent. New talent have options – they are in demand and have control, and they will not choose an organisation which can’t credibly show a focus in the area of health and wellbeing.”
Zevo Health provides a broad spectrum of solutions to employers seeking to focus on employee wellbeing – this spans consultancy, wellbeing audits, mental health champion training, as well as more typical health-promoting supports such as fitness classes, workshops, webinars and courses. In recent times, however, they are increasingly being solicited by companies to support them in developing a culture of wellbeing, rather than just offering health promotion initiatives, explains Sarah Keane, physical wellbeing consultant with Zevo.
“Our consultants assist in the design and implementation of both bespoke and generic wellbeing strategies – for example, providing companies with guidance on psychological safety and mental health policy. We also run health and wellbeing diagnostics to identify the most pressing issues unique to the organisation and make recommendations based on our findings.
“Forecasts for 2022 are showing a stronger focus on mental health in corporate health and wellbeing strategies, brought about by challenges of the pandemic and a global trend moving towards more conscious, socially responsible business. This is not just for ethical reasons, but also as it is proving to be far more profitable and sustainable in the long run,” says Keane.
And also as a result of the pandemic, the psychological wellbeing of employees is getting far more attention than ever before, says Pamela Lennon, wellbeing consultant with the company.
“This is not only due to concerning trajectories in relation to the prevalence of mental health issues but also the increased experience of languishing and apathy. Many individuals are finding themselves emotionally exhausted yet not quite suffering with a clinical mental health disorder.”
Employers adopting these more pervasive wellbeing strategies can be found across all types of business regardless of size or sector, meaning employees have much more choice when it comes to finding an employer who values their wellbeing as much as their professional development.
“This increase in public awareness is prompting the implementation of work models that promote greater work-life balance, real commitment to diversity, equity and inclusion in the workplace and greater value being placed on employee satisfaction,” Lennon says.
Keane admits there remains a “tick-box mentality” among some businesses who are seeking to satisfy employee expectations and keep up appearances; “however, the vast majority of clients we deal with are genuinely interested in finding the most effective solutions to support their workers in the most meaningful and effective ways. Leading employers truly focus on their people.”
This is echoed by Jonathan Legge, chief executive and co-founder of &Open, which provides unique corporate gifts, as employers seek to show their appreciation for employees who have continued to work hard despite the challenges of the pandemic. It also helps employees working remotely feel connected to the organisation, he adds.
“Don’t forget about the ones that got the company where it is today,” says Legge. “Rewarding your staff with a lovely surprise promotes healthy retention rates and overall employee happiness. Employees should enter into the new year feeling valued and excited versus unappreciated and exhausted.”