IMPROVING STAFF WELLBEING

Employee wellbeing is fast becoming an underlying issue in today’s climate, which is having a profound impact on employers and employees. Research by Employee Benefits showed promoting well-being must become a priority in the workplace because of its direct effect on motivation, absenteeism, and staff turnover. This has presented employers with an unexpected headache, which requires a cautious approach. With workplace culture constantly developing, it has paved the way for challenges for employers that were unanticipated. According to the Centre for Mental Health in the UK alone, corporates recorded £34.9 billion in losses due to lack of productivity caused by mental health issues. This has led to a shift in employer’s attention towards rethinking their strategy.

Those institutions that appreciate the potency of their human resources have already embarked on a journey to create contingencies and position themselves as progressive institutions. This attitude of acceptance is critical, but emphasis must be on trust, integrity, and commitment. As highlighted by the British Safety Council report, employers shouldn’t overlook health and wellbeing. This is a recipe for disaster, as disengaged employees won’t only fragment an inclusive working environment but become a disruptive force. Perhaps employers have become pioneers of their downfall. Adopting a reactive approach hasn’t only suppressed employees but catered to a culture of intolerance in which there is a lack of commitment towards employees. This fragile arrangement hasn’t only severed ties but prompted uncertainty. According to the Harvard Business Review, most leaders regard employee freedom and operational controls as a constant tug of war.

For many, it may seem a daunting task, but by taking accountability and embracing the environment to an extent, it can be self-fulfilling. As humans, we have become unresponsive in pursuit of greatness. It is worth remembering we have a duty of care towards our well-being. Many studies have shown that with a collective purpose, individuals and employees can form a rewarding relationship. The harsh reality is at what cost as indifferences are constantly a stumbling block. As suggested by CIPD, it views toxic working practices as unhealthy for individuals. In the Journal of Occupational Health Psychology and McKinsey & Company, they perceive it as an employee wellbeing issue because of the impact on motivation, cognition, and emotional state. Further evidence by the Health and Wellbeing Survey shows three-fifths of employers have witnessed a rise in mental health issues.

Several leadership researchers have been vocal about trust in the workplace. Employers’ failure to act has resulted in them becoming defenceless in the face of defiance. As suggested by the HR Director, 1 in 10 employees consider the board to promote the well-being agenda, and 1 in 20 acknowledge that the board has no desire. This is concerning as the lack of desire noticeable at the board level hasn’t only ignited the wrath of employees but reaffirmed their stance. This raises concern over the effectiveness of the current wellbeing initiatives being mooted. Evidence suggests wellness initiatives that are perceived as less engaging are least impactful. This has led to growing concerns that employers must promote stricter practices to ensure individual wellbeing.

There is a greater need for more action to ensure a comprehensive solution. This burgeoning burden has transcended employers into a constant battle to salvage their pride. According to Forbes, a recent global survey of 4000 employees shows that 63% want health and wellbeing to be an investment priority. This may not seem as straightforward as touted, because employers may not have a solution to such a complex challenge. People Management Magazine emphasises that a lack of knowledge and a market saturated with wellbeing products makes it an unwavering act. Admittedly, employers must do more to instigate change through developing bridges and providing unconditional support to employees.

As many experts have pointed out, most wellbeing initiatives fail rather than succeed because of employers being inadequately informed. The influential nature of employees in the workplace means employers need their approval, as they are unmanageable. To avoid conflict of interest, the employer must act by:

1. Providing employees with constructive feedback: This form of interaction with influential figures would enable the employer to reflect and understand the individual’s motive. To do that, the employer shouldn’t be afraid of being challenged, but being open-minded and showing a bit of affection would enable them to identify underlying issues.

2. Discuss development plans: This would be a catalyst for resolving differences by employers accepting their shortcomings and cooperating to find a solution. This mutual acceptance is critical as we need strong peer relationships in the workplace for progression.

3. Promote Empathy: Forming an individual action plan is a catalyst for enhancing relationships and ensuring individuals are more sensitive to each other’s reactions. This is critical to developing self-awareness and social awareness in the workplace. A deeper understanding of each other would enable individuals to better support each other.

4. Be Compassionate: Employers must know that those being labelled as a disruptive force may not be detrimental to the organisation. To overcome this, the employer must explore all avenues before dashing their verdict. This is because the circumstances faced may drive employee’s actions. For this reason, employees must be reflective and supportive rather than creating disharmony.

5. Provide Coaching: Providing necessary tools to employees is crucial. This wouldn’t only allow them to develop and become better employees but become mentors too. To achieve this employer has to play a fundamental role in teaching their employees the importance of building relationships. The usage of role plays in the workplace would be a useful tool to gain a deeper understanding of employees. This would enable them to see the bigger picture and respond in a way that is more acceptable than being marginalised.

6. Patience: This is a critical step in accepting change in the workplace. By becoming impatient employers wouldn’t only marginalise their employees but discourage employees from being part of the journey. This wouldn’t be healthy in the workplace because it would create friction and disrupt progress.

Mindfulness

There is a greater need for employers to embrace mindful practices in the workplace. The Institute for Mindful Leadership suggests daily pressures make it challenging to form a balanced lifestyle. Many psychologists have reiterated that mindfulness can help individuals by:

· Easing stress through emotional regulation

· Facilitating mental recovery

· Form of therapy to reprogramme the mind

Zevo Health emphasises that other research shows using mindful techniques in the workplace results in:

· Experienced better emotional resilience

· Improvement in work-life balance

· Better job performance rating

Some of the ways employers can ensure mindfulness in the workplace is by:

· Allowing individuals to experiment

· Creating an individual tailored employee program

· Encouraging employees led challenges in the workplace

· Campaign led employee initiatives

· Create a tutoring led program

· Provide attention training

· Tutor-led Mediation

Employers should do:

· Be honest with individuals about their experience

· Modelling what is being taught

· Emphasis should be on personal experience

· Understanding that mindfulness is a practical process rather than a quick fix

· Being supportive of each other

Employers should avoid:

· Making individuals uncomfortable

· Discouraging individuals from experimenting

· Over elaborating on results without supporting evidence

· Individuals should make assumptions about those practicing mindfulness

· Avoid favouring some individuals over others without encouraging all to take part

· False advertising to promote mindfulness in the workplace

Suggestions

Having considered the importance of wellbeing in the workplace through the lens of employers and employees. I suggest:

Creating a Wellness Committee

This would enable employees to be at the forefront of promoting wellbeing in the workplace. Their involvement in the design of the wellbeing program would ensure an initiative that is tailored towards the employee’s needs. This is crucial, as they have a better understanding of what they want to achieve from the initiative. With employers taking such a bold step, it further emphasises their commitment towards cultivating a culture of tolerance and promoting inclusivity.

Regular Endorsements from Senior Leadership

This would provide a sense of gratification and make the employees valued. As it will show, the leadership are aware of their employee needs and are eager to be part of the cause with a shared vision. With the involvement of the leadership, it would further encourage the employees, resulting in better performance and productivity.

Employee Elected Wellness Ambassadors

They would be an attractive proposition for amasses because not only would employees perceive them as role models, but a trusted source. They would be in a better position to instigate change within, but raise awareness and ensure transparency in the workplace. As a trusted source in the workplace, they can support and guide their colleagues towards achieving their wellness goals. Beyond that, as a voice in the workplace, they can ensure effective implementation and report employee feedback directly to the employee-led committee for consideration.

Goal Orientated Perks

Regular appraisals for achieving wellbeing milestones would make the employees feel appreciated and provide a sense of personal satisfaction. For an employer, this can be a catalyst to motivate and challenge employees positively in the workplace. This can even spur those who have been underperforming or lacking motivation. This form of encouragement would be a healthy sign for all parties concerned.

As an advocate of wellbeing in the workplace, the employers should prioritise their employee’s wellbeing as they are their most valuable asset. This begs the question of what role do employees have in the organisation’s development? Until there is a shift in mentality, it will be difficult to envisage employees as part of a greater goal. This is further clear through measures already considered by most employers, which haven’t been as fruitful as reported. Only through institutional change can we achieve an outcome that is both self-fulfilling and rewarding in the long run. For that to happen, employers must instigate the process of elimination by making bold decisions and outline a vision for advocating wellbeing in the workplace.