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Employee well-being has long been a business objective put on the back burner amid other pressing concerns. However, as many of today’s workers place an increased focus on work-life balance and mental health, it's becoming clear to many companies that prioritizing the well-being of their employees may be one way to stay competitive in attracting and retaining top talent.
Fortunately, employers can consider many avenues to maintain employee engagement. Here are three approaches that might be conducive to your organization’s goals.
1. Be more proactive.
Companies might be well-served to emphasize check-ins with their teams before challenges arise. Otherwise, an organization might risk having employees who are on the clock, but not as engaged or productive as they otherwise might be, a phenomenon that has come to be known as “quiet quitting.”
By addressing potential issues before they escalate, companies may save time, resources, and revenue while fostering a healthier and more supportive work environment. Here are some strategies to consider:
Conduct ongoing, flexible check-ins rather than waiting for annual reviews, when it might be harder for employees to course-correct
Regularly solicit feedback through staff surveys, focus groups, or one-on-one meetings to identify potential issues
Provide access to wellness resources, such as mental health support, fitness classes, or healthy snacks
When possible, offer flexible work arrangements, such as remote work or adjustable hours, to help employees balance work and personal responsibilities
2. Redefine the concept of "well-being."
Employers may benefit from a more comprehensive perspective on wellness as more than just physical health. Here are some ways employers can help bolster their employees' well-being by thinking more holistically:
Offer upskilling and training programs that support team members’ career growth and help them feel more confident in the changing world of work
Promote collaboration and socialization with colleagues through team-building activities and events designed to build connections
Offer benefits that take into account various life stages, such as creating a menu of choices so they can select those that best suit their current needs — whether it’s assistance with caregiving or student loans
Create employee affinity groups that may help cultivate a sense of belonging and social wellbeing
Implement a volunteer program that offers associates a way to give back
Address financial wellness by offering budgeting workshops or financial literacy training
Help manage stress and burnout by encouraging employees to take breaks and use paid time off to recharge
3. Lead differently.
Even when companies are more proactive and expand their definition of wellness, there’s one more thing leaders might consider to more fully support the opportunity for these changes to make a difference—and that's leading by example.
After all, it's one thing to announce a commitment to employee well-being, and it's another to take steps toward doing so. Your am is liable to notice if you are not “walking the walk.” Some of the ways that you might consider setting the tone include:
Incorporating wellness messages consistently into internal communications, not just during designated themed events
Asking senior leaders to lead or join programming, such as wellness events, volunteer activities, and employee affinity groups
Encouraging leaders to also take adequate time off to model the behavior
Reminding managers to be respectful of their team’s working hours and time off; for example, avoiding sending emails after hours as much as possible
Acknowledging team members’ contributions through personal and/or company-wide recognition
Showing appreciation financially by investing in employee compensation through bonuses and cost-of-living adjustments
Why invest in employee wellbeing now?
Ongoing stress and burnout in the workforce may lead to employee turnover or dissatisfaction due to a lack of interest and motivation, trouble focusing, and decreased productivity. Glossing over employee wellbeing may also affect retention.
When companies prioritize their employees in both word and deed, they may discover it’s a successful way to boost employee engagement and satisfaction. The payoff for many companies is that they may find this will simultaneously also increase the bottom line through more profitable performance.
The Takeaway
Leaders have a chance to foster a culture of caring and create an environment where employee wellness takes center stage. But the time to act isn’t next quarter or next year; it’s right now.
As leaders come together to activate new programs and efforts, consider the benefit of reframing this investment in employee well-being not as merely a change to culture and policy but as a chance to change a company's trajectory.
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