How often have you asked someone you work with how they are, and you get a half-hearted, ‘good’ or ‘fine’? Maybe you have been the one to give the one-word answer because it’s easier than telling someone how you really feel.
Too many people feel this way, which is why there has been much focus on wellness from a workplace perspective, especially coming out of COVID. Many organizations have implemented well-intentioned benefits and workplace activities to encourage employees and leaders to prioritize well-being, such as increasing funding for mental health practitioners, offering meditation breaks, extra days off, and leader training.
However, well-being is multi-dimensional and encompasses many factors that affect the whole person. Introducing standalone programs and initiatives may not have the impact you’re looking for if they aren’t anchored to the core dimensions of well-being.
Five core dimensions of employee well-being:
Great Place To Work® partnered with researchers at Johns Hopkins University in a special study to determine the true sources of employee well-being by surveying 14,000 people from 37 countries. We found that employee experience is influenced by many factors, including the five core dimensions of well-being.
- Mental and emotional support: Feelings and experiences impact employees’ mental energy. Positive mental energy can influence an individual’s outlook and perception of their surroundings or workplace, which can lead to better stress and anxiety management.
- Sense of purpose: A sense of purpose comes from experiencing fulfillment, meaning and progress at work. Aligning an individual’s role with the organization’s mission or identifying tasks as critical can foster a higher sense of purpose or fulfillment.
- Personal Support: This relates to working with others, especially managers, who create a safe, trusting, and respectful atmosphere. Personal support can be demonstrated by providing employees with high levels of workplace flexibility and job control, and the resources to accomplish their goals. Managers can also demonstrate support by providing growth and development opportunities.
- Financial Health: It is important for employees to earn enough to feel financially stable and capable of living freely because when individuals lack adequate financial resources, anxiety and fear can affect their outlook.
- Meaningful Connections: Supportive social relationships can be associated with lower stress levels. Having meaningful and caring relationships with co-workers and leaders is an integral part of the work experience, especially when they support personal needs. An environment of equity and inclusion is also necessary to create psychological safety and teamwork, which can foster a sense of belonging.
Understanding the elements of well-being can help you evaluate plans and initiatives to determine what you should start, stop and continue doing to ensure employees have the support they need both at work and in their personal lives.
[See: Mental Health and Employee Well-being]
Six practices to enhance employee well-being in the workplace
- Measure regularly: Employees’ needs are always evolving, so it is essential to ensure the leaders in your organization are continuously listening through regular surveys, one-on-one meetings, focus groups and other activities. Be sure to consider demographics and individual differences when you observe gaps in workplace experience between different groups of employees.
- Let employees know well-being matters: The emotional burdens on employees will change from one day to the next. Your organization should demonstrate care and support and encourage leaders to practice self-care and model the healthy behaviour they want to see from others. That might mean a message on your email signature like, “My working day may not be your working day. Please do not feel obliged to reply to this email outside of your normal working hours.”
- Connect employees with human experts: What may work for one employee might not work for others. Provide coaches, experts and resources to employees to personalize support and help them take ownership of their situation. Programs can also be offered to family members if family issues are having an impact on an employee.
- Activate local champions: Enabling employees at the team level to serve as role models and advocates can inspire others to advocate for a climate of well-being. Consider employee resource groups as strategic business partners to ensure you take into account the unique needs of different groups.
- Foster an environment of ongoing development: Giving employees information on how to achieve better well-being through online learning, mentorship, lunch ‘n’ learns, webinars and other tools can help them create a plan that works in their unique situation.
- Empower employees to shape their contribution: Allowing employees some autonomy in their work and linking their role to organizational outcomes can help provide a sense of control and purpose, which are key elements in fostering a sense of well-being.
When companies promote employee well-being effectively, our research shows that employees who experience high levels of well-being in the workplace are three times more likely to intend to stay with their employer and recommend their employer to others. Making employee well-being a priority is good for business. Organizations that do it well not only see lower turnover and more referrals, they will also benefit from more innovation.
[See: Healthy Workplace & Workplace Mental Health Consulting]
To get started, find out the current state of employee well-being, decide where you want to go and create a plan to get there with the help of all stakeholders. Not only is employee well-being good for your organization, it can also set you apart to customers as an employer that cares about people. And ultimately, when employees are asked how they are, they will be more engaged and answer with more than one word.
Get to know the authors – Anne Cesak
Dr. Bill Howatt and Michel Rodrigue : July 29, 2022
Anne Cesak