Roman
Office Wellbeing
Wellbeing washing
Fulfilled employee wellbeing allows them to feel better mentally and physically, enabling them to work more efficiently, with dedication and passion.
Wellbeing programs have become very popular across various organizations; one might think that their existence would ensure employee happiness. However, in reality, these programs often prove to be demeaning to the employees and practically fail to effect any positive change within the company.
Why don't wellbeing initiatives lead to the desired result?
The foundation of the entire wellbeing program should be based on the analysis of employees' needs, reasons for decreased motivation, low employee engagement, and burnout within the company. It seems obvious, yet very often, not enough thought is given to the accuracy of these conclusions. We need to be careful here before rushing into the implementation of initiatives.
For example, mental health issues are often caused by stress due to constant overloads, unrealistic task deadlines, unclear management expectations, and misaligned work priorities and goals. This situation can lead to employee anxiety, diminished motivation, and even sleep deprivation, thereby affecting the effectiveness of the employees.
For example, management may find a correlation between work efficiency and the mental state of employees and decide that they need more relaxation. They organize art therapy and yoga classes for the employees. However, they might overlook that the real issue could lie in the unhealthy team atmosphere, which art classes won't resolve. We need to correctly identify the cause and effect, as this is the foundation of an effective wellbeing program.
Also, you should understand that there is no one-size-fits-all recipe for wellbeing; copying the wellbeing initiatives of other companies won't be as effective as you might expect.
What common mistakes are made when implementing wellbeing initiatives?
1.
The company doesn't care about its employees, forces them to take care of themselves, and turns the wellbeing program into a propaganda for a healthy lifestyle. Here's what one employee of a large company says: "I come to work to do my job and get paid for it, not to be told to take care of my wellbeing. All of this makes no sense and is just a way for HR to say they've done something to reduce people's burnout. It's demeaning."
The essence of the wellbeing program is for the company to care for its employees, rather than the employees caring for themselves:
2.
Violation of personal boundaries. "We are competent enough to take care of ourselves, to sleep, eat properly, etc., and this is not an area the employer should intrude upon," says one employee of a media company.
Differentiate between intrusive interference in personal life and measures aimed at employee wellbeing; these are completely different things, and coercion is unnecessary.
3.
A slap in the face to employees: everything you do is wrong, but we know the right way.
No employee will benefit from a program that is based on pointing out mistakes. You don't move enough, you don't know how to be happy, you don't know the right way to eat — such messages are in no way related to wellbeing.
4.
This primary concern of management should not contradict the creation of an environment based on wellbeing, and expenses for wellbeing should be perceived as investments.
Equally important is how leaders perceive the wellbeing program, whether they want to or not, they broadcast their attitude towards it and the employees through their actions and words.
Particularly destructive, are leaders who suggest that all initiatives are the best thing that could happen to their team, implying employees should be grateful and contribute to the company more than ever before.
5.
Information about bonuses and benefits does not reach the employees. The methods of delivering information may be suitable for one person but uncomfortable for another. There should be multiple methods so that each employee can choose the most convenient for themselves.
6.
The requirement to dedicate personal time to wellbeing activities. Organized yoga sessions or financial literacy lectures should be conducted during the employee's paid time, or they must be highly engaging to make employees want to dedicate their personal time to them.
How to properly create a wellbeing program?
You should set clear goals when introducing the wellbeing program, define criteria for evaluating the results, understand how the initiatives will impact employee wellbeing, and how this correlates with the company's goals.
1.
Focus exclusively on the employees and their genuine needs when developing the wellbeing program. Ascertain the actual situation through direct communication and monthly surveys, evaluating dynamics in stress, burnout, engagement, and satisfaction.
Allow employees to express their views on what wellbeing means to them and assess the current state of wellbeing within the company.
2.
The program should include both general initiatives and individual ones. Work with employees to develop personalized wellbeing activities and implementation plans. For one employee, receiving psychological support may be important, while another may greatly value having a flexible work schedule.
3.
Don't try to introduce all the initiatives at the start. Instead choose 1-2 ideas that can be quickly implemented and then gather feedback from employees. This will allow you to assess the employees' reactions and the effectiveness of the initiative, collect data, and analyze it to minimize errors in the implementation of your remaining ideas.
4. Popular wellbeing initiatives
The success of wellbeing programs depends on many factors, but the most important one is a clear understanding of what is really important for employees, what will truly help them in their work. If the analysis is conducted thoroughly and the program initiatives are chosen correctly, your investment in wellbeing will pay off
Why don't wellbeing initiatives lead to the desired result?
The foundation of the entire wellbeing program should be based on the analysis of employees' needs, reasons for decreased motivation, low employee engagement, and burnout within the company. It seems obvious, yet very often, not enough thought is given to the accuracy of these conclusions. We need to be careful here before rushing into the implementation of initiatives.
For example, mental health issues are often caused by stress due to constant overloads, unrealistic task deadlines, unclear management expectations, and misaligned work priorities and goals. This situation can lead to employee anxiety, diminished motivation, and even sleep deprivation, thereby affecting the effectiveness of the employees.
For example, management may find a correlation between work efficiency and the mental state of employees and decide that they need more relaxation. They organize art therapy and yoga classes for the employees. However, they might overlook that the real issue could lie in the unhealthy team atmosphere, which art classes won't resolve. We need to correctly identify the cause and effect, as this is the foundation of an effective wellbeing program.
Also, you should understand that there is no one-size-fits-all recipe for wellbeing; copying the wellbeing initiatives of other companies won't be as effective as you might expect.
What common mistakes are made when implementing wellbeing initiatives?
1.
The company doesn't care about its employees, forces them to take care of themselves, and turns the wellbeing program into a propaganda for a healthy lifestyle. Here's what one employee of a large company says: "I come to work to do my job and get paid for it, not to be told to take care of my wellbeing. All of this makes no sense and is just a way for HR to say they've done something to reduce people's burnout. It's demeaning."
The essence of the wellbeing program is for the company to care for its employees, rather than the employees caring for themselves:
- Providing healthy food options in the office, instead of dictating how employees should follow a diet to stay healthy;
- Promoting a healthy work-leisure balance, companies often impose work overload and late hours, only to subsequently offer advice on resting and enjoying time off.
- Assessing if employees find the office to be cozy, comfortable, and well-organized;
- Ensuring the right kind of motivation is provided to employees, rather than merely monitoring their self-motivation techniques.
2.
Violation of personal boundaries. "We are competent enough to take care of ourselves, to sleep, eat properly, etc., and this is not an area the employer should intrude upon," says one employee of a media company.
Differentiate between intrusive interference in personal life and measures aimed at employee wellbeing; these are completely different things, and coercion is unnecessary.
3.
A slap in the face to employees: everything you do is wrong, but we know the right way.
No employee will benefit from a program that is based on pointing out mistakes. You don't move enough, you don't know how to be happy, you don't know the right way to eat — such messages are in no way related to wellbeing.
4.
This primary concern of management should not contradict the creation of an environment based on wellbeing, and expenses for wellbeing should be perceived as investments.
Equally important is how leaders perceive the wellbeing program, whether they want to or not, they broadcast their attitude towards it and the employees through their actions and words.
Particularly destructive, are leaders who suggest that all initiatives are the best thing that could happen to their team, implying employees should be grateful and contribute to the company more than ever before.
5.
Information about bonuses and benefits does not reach the employees. The methods of delivering information may be suitable for one person but uncomfortable for another. There should be multiple methods so that each employee can choose the most convenient for themselves.
6.
The requirement to dedicate personal time to wellbeing activities. Organized yoga sessions or financial literacy lectures should be conducted during the employee's paid time, or they must be highly engaging to make employees want to dedicate their personal time to them.
How to properly create a wellbeing program?
You should set clear goals when introducing the wellbeing program, define criteria for evaluating the results, understand how the initiatives will impact employee wellbeing, and how this correlates with the company's goals.
1.
Focus exclusively on the employees and their genuine needs when developing the wellbeing program. Ascertain the actual situation through direct communication and monthly surveys, evaluating dynamics in stress, burnout, engagement, and satisfaction.
Allow employees to express their views on what wellbeing means to them and assess the current state of wellbeing within the company.
2.
The program should include both general initiatives and individual ones. Work with employees to develop personalized wellbeing activities and implementation plans. For one employee, receiving psychological support may be important, while another may greatly value having a flexible work schedule.
3.
Don't try to introduce all the initiatives at the start. Instead choose 1-2 ideas that can be quickly implemented and then gather feedback from employees. This will allow you to assess the employees' reactions and the effectiveness of the initiative, collect data, and analyze it to minimize errors in the implementation of your remaining ideas.
4. Popular wellbeing initiatives
- subsidized gym memberships
- mental health days and RUOK days
- recognition programs
- health care events
- professional training program and mentoring
- personal growth courses
- health insurance with full coverage for the employee and their family
- Employee Assistance Program (EAP);
- subsidized lunches
- free therapy sessions
- short nap area
- flexible work hours
The success of wellbeing programs depends on many factors, but the most important one is a clear understanding of what is really important for employees, what will truly help them in their work. If the analysis is conducted thoroughly and the program initiatives are chosen correctly, your investment in wellbeing will pay off
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