Essentials for workplace well-being: Mattering at work

In 2022, the U.S. Surgeon General issued the U.S. Surgeon General’s Framework for Workplace Mental Health and Well-Being in response to impacts of the pandemic. “The COVID-19 pandemic has changed the nature of work, and the relationship many workers have with their jobs,” the framework notes. “The link between our work and our health has become even more evident.”

The framework describes five essentials and their components for reimagining workplaces:

• Protection from Harm
• Connection and Community
• Work-Life Harmony
• Mattering at Work
• Opportunity for Growth

In previous articles in this five-part series, we took a look at Protection from Harm, Connection & Community and Work-Life Harmony. In this article, we focus on Mattering at Work and its components.

It is widely believed that human beings have an innate desire to be held in high regard and needed by others. According to the U.S. Surgeon General, it is important that workers have a sense of dignity and meaning, Dignity is the feeling of respect and value. Meaning comes from one’s connection to purpose and a sense that the work has significance. These factors contribute to and enhance well-being.

The components of Mattering at Work are:

• Provide a living wage.
• Engage workers in workplace decisions
• Build a culture of gratitude and recognition
• Connect individual work with organizational mission

Here are some ways you can promote mattering in the workplace.

Provide a living wage

Financial worries can be a risk factor for poor mental health and low well-being. While your influence on salary and wages may be limited, you can help promote team and individual health by advocating for pay equity. A 2021 Harvard Business Review article on pay equity advocacy notes “On average, women make 82 cents per dollar earned by their male counterparts. For women of color, the numbers are worse — and this compounds over time, with over $1 million in lifetime earnings lost due to unequal pay.”

To advocate for pay equity:

• Get comfortable talking about pay with your team members.
• Identify any pay disparities among team members and the relationship between those disparities to race, gender, age, etc.
• Present your findings and make the case for change. Lead with team and individual strengths and connect equity to positive business and health outcomes.

Engage workers in workplace decisions

Foster a culture of respect and valuing of others, while promoting teamwork and collaboration.

• Include employees in the planning process. Allowing and empowering employees to set goals and objectives and create an action plan, enhances a sense of being valued and adding value.
• Delegate. Assigning tasks to team members promotes responsibility and accountability. Delegation also demonstrates trust and a willingness to shift influence and control to team members.

Build a culture of gratitude and recognition

The 2018 Mental Health America Workplace Health Survey (PDF) notes “Employees that perceive a lack of recognition, support, and structure in their workplace will experience higher levels of stress.”

To build the culture:

• Recognize team member accomplishments in simple ways, including thank you notes, shout-outs and kudos, social media announcements and in one-on-one meetings.
• Tailor your appreciation to the needs of each team member. Learn what works for each person. One person might like public demonstrations, while another might like a more direct and personal approach.

Connect individual work with organizational mission

The framework notes “Shared purpose, or a collective sense of working toward a common goal, assigns further meaning to work, generates pride, and fuels motivation, all while reducing stress.”

To make the connection:

• Link effort to impact. Real-world examples of employees’ impact on others can help reinforce for them that what they do matters.
• Ensure the sharing of results and outcomes data is timely. Monthly or more frequent reporting promotes awareness and makes the connection between daily operations and results more concrete.

Request an EAP organizational consult
Washington State EAP provides consultations to supervisors, managers, and leaders on issues like employee performance, workplace conflict and employee mental health and well-being. The EAP can also consult on resources and strategies to help you and your employees manage competing demands. Visit the EAP website to request an organizational consultation.

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The Washington State Employee Assistance Program (EAP) is a free, confidential program created to promote the health, safety and well-being of public service employees and their household adult family members. The EAP is available to provide confidential and expert consultation in a variety of areas. Reach out to EAP online or by calling 877–313–4455. To find out if the Washington State EAP serves your agency or organization, contact your supervisor or human resources department.

Links to external websites are provided as a convenience. The Employee Assistance Program and the Department of Enterprise Services do not endorse the content, services, or viewpoints found at these external sites. Information is for general informational purposes only and is not intended to replace the counsel or advice of a qualified health or legal professional. For further help, questions, or referral to community resources for specific problems or personal concerns, contact the EAP or other qualified professional.

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