Workplace wellbeing has evolved over the years from a slow-moving trickle at the source of a river into a fast-moving, powerful, and ever-changing force.
As its momentum builds, the question is no longer whether wellbeing should be prioritised, but how quickly and effectively organisations can implement genuine, lasting change. The time for half measures is over; we need decisive leadership to steer us toward a healthier, more sustainable future.
So, having had the opportunity to reflect on our workplace practices over the summer, now is the time to turn those reflections into meaningful actions.
The imperative for change
Recent insights, such as Deloitte’s 2024 WellBeing at Work Survey, highlight the need for meaningful action. Alarmingly, 59% of employees, 66% of managers, and 71% of senior executives are considering leaving their roles if their wellbeing needs are not met.
Organisations must shift their perception of wellbeing from perks and rewards to an integral part of their culture and operations.
Moreover, 78% of leaders acknowledge that burnout has significantly impacted their teams, with the same percentage recognising the harmful effects of mental health challenges, and 68% reporting that a lack of connection and increasing isolation have adversely affected teams. These figures paint a sobering picture, but they also present a significant opportunity for transformation – the chance to rethink and redefine our approach to workplace wellbeing. To truly make a difference and move the needle in a meaningful way, organisations must shift their perception of wellbeing from perks and rewards to an integral part of their culture and operations.
Company culture: The foundation of wellbeing
In recent years, company culture has become increasingly recognised as a critical factor in attracting and retaining top talent. In May 2024, a poll by Kendrick Rose in Jersey found that 54% of professionals now cite company culture as their top consideration when seeking new employment, surpassing flexible working arrangements, pay, and overall compensation packages. This marks a shift in priorities from just a year ago, when flexible working and pay were more highly valued.
Shelley Kendrick, Managing Director of Kendrick Rose, said at the time that whilst employees expect fair compensation, pay is not the primary consideration for many professionals. Instead, employees are seeking meaningful work in environments that align with their personal values, particularly around the environment and inclusion. This trend is likely to continue as Millennials and Gen Z increasingly dominate the workforce.
Cultivating a culture of wellbeing
Creating a culture where wellbeing is a shared responsibility across all employees is not a quick fix but an ongoing journey. Leaders at all levels – board members, executives, and managers – need to understand that their actions and ways of working are crucial in fostering an environment where wellbeing naturally thrives. Wellbeing should be woven into the very fabric of an organisation’s values, with employees clearly understanding how much their leaders genuinely care.
The crucial role of leadership
Leadership is central to driving workplace wellbeing.
Leaders must not only endorse wellbeing strategies and practices but also model behaviours that promote a healthy work environment. Self-aware leaders who prioritise their own wellbeing are better positioned to support both themselves and their teams.
Effective leaders set the standard by:
- Living core values: demonstrating these values in daily decisions and interactions.
- Fostering a culture of learning: maintaining an open and curious mindset.
- Adopting a growth mindset: encouraging a culture of feedback and continuous improvement.
- Seeking regular feedback: engaging with employees to understand their wellbeing needs.
- Prioritising team wellbeing: showing genuine care for employee health and happiness.
- Upholding integrity: acting with integrity to build trust and respect consistently.
- Shaping the environment: ensuring that wellbeing is integral to the workplace.
Addressing the root causes
To effectively address workplace stress and promote employee wellbeing, it’s crucial to understand and tackle the root causes that lead to burnout and diminished wellbeing. These factors are well-documented and are the essence of good leadership.
Leaders must focus on resolving heavy workloads, unrealistic deadlines, limited resources, lack of control and autonomy, unclear roles and expectations, insufficient recognition, work-life imbalances, and poor, unsupportive leadership. By addressing these issues, leaders can create a work environment that not only mitigates stress but also actively promotes overall wellbeing.
Practical steps for sustainable wellbeing
Extensive research shows that factors like autonomy, inclusivity, growth and skills development, flexibility, connection, recognition, a sense of purpose, and psychological and physical safety, significantly enhance workplace wellbeing. People have fundamental human needs, and identifying and meeting those needs is crucial to enhancing wellbeing.
True workplace wellbeing stems first and foremost from compassionate leadership, a trusting and respectful culture, kindness, open communication, clear objectives, and managed workloads. When these elements are in place, employees feel seen, heard, valued, and appreciated.
Long-term monitoring, evaluation and adaptation
Sustaining workplace wellbeing requires continuous monitoring and adaptability.
Implementing metrics and conducting regular reviews ensures that strategies and practices are effective and aligned with both organisational goals and employee needs. Flexibility and responsiveness to changing dynamics are crucial.
From reflection to action
The data is clear: workplace wellbeing is not a luxury but a necessity. The challenge lies in translating awareness into action. This requires a fundamental shift in how organisations view and prioritise wellbeing, moving away from reactive, symptom-focused tactics to proactive, root-cause solutions, strategies, and practices.
Leaders have the power and the responsibility to drive this change. By adopting a comprehensive approach that aligns individual needs with organisational objectives, they can cultivate workplaces where wellbeing is a shared priority.
As we move beyond the summer break and the transition from reflection to action, the need for genuine, lasting change is evident. Leaders must embed wellbeing into the core of their business strategies, prioritising employee health alongside organisational success. It’s time to take a stand and lead with purpose, ensuring that workplace wellbeing is not simply a sporadic initiative but a fundamental element of organisational culture and success.
