As our work and home lives become increasingly more uncertain and complex, the discourse regarding Wellbeing is becoming increasingly more important. Organisations are progressively embracing the emerging commercial benefits of prioritising employee Wellbeing. As businesses face into volatile markets, remote working and reduced revenue, enterprise sustainability is increasingly more dependent on ensuring people can achieve success, maximise potential and ultimately perform at their best. This means attending to the mental, physical, social and emotional Wellbeing needs of all employees and ensuring integrative leadership and organisational practices support performance optimisation outcomes. Businesses taking the next step in the Wellbeing journey are leveraging the link between employee Wellbeing and commercial success, igniting the potential for shared benefit for individuals and organisations.
Before integrative work can begin, organisations must utilise business analytics and metrics to identify what is most valued by their people and organisation. Data drawn from engagement surveys and customer satisfaction results provide informative sign posts highlighting employee Wellbeing needs and opportunities for high impact, purposeful initiatives. The optimal aim is to create a culture underpinned by Wellbeing principles and practices that supports both employee and business potential. This cultural goal can be achieved by leveraging social connectivity and supporting operating models that reinforce Wellbeing outcomes. Success in developing this integrative approach relies on deliberate attention and action in three key areas:
Wellbeing as part of People Strategy – Business growth is dependent on building the right people capabilities and leveraging the existing talents and strengths of the workforce. Aligning people and talent development approaches with Wellbeing principles and goals will ensure that core behaviours are supported and embedded into workplace frameworks. Including Wellbeing data in People metrics and dashboard reporting will affirm Wellbeing as an important business enabler and maintain the positive momentum in terms of ongoing importance to business objectives.
Leaders applying Wellbeing practices – Leaders play a critical role in facilitating a Wellbeing ecosystem for employees to thrive by nurturing an environment of connectivity and growth. They can inspire greater levels of performance success through supporting application of individual strengths and providing meaningful recognition. Leaders demonstrate organisational commitment to Wellbeing directly through their daily interactions with individuals and teams. Developing leaders well versed in the language of Wellbeing creates an effective channel in delivering a cultural narrative that is positively affirming for all. Establishing a common Wellbeing language throughout the enterprise can expedite adoption of work practices that support employee and business health.
Wellbeing and ways of working – Every organisation has established working protocols that are reinforced by culture and supported by operating processes. Transforming accepted work practices requires intentional planning and execution. Organisational data will highlight employee pain points or opportunities to further support employee thriving. For instance, collaboration may be identified as an organisational strength so creating further opportunities for employees to work and co-create will positively impact employee connection and sense of belonging. Allowing employees to have input into changing work processes can enhance business performance by increasing levels of autonomy and workplace satisfaction.
Each of these areas of focus reinforce key Wellbeing messages and positive work practices. The more that businesses pursue an integrative, enterprise wide approach to the implementation of Wellbeing programs, the greater the opportunity for more impactful business outcomes. Positive cultural shifts, enhanced performance and increased levels of employee engagement will be the results realised by businesses dedicated to moving beyond stand-alone Wellbeing activities. If organisations take a more expansive and inclusive approach to Wellbeing with an aim of creating shared benefit for employees and enterprise, then we are all well placed to thrive and positively influence the communities in which we live and serve.
As a Senior Human Resource leader, Kristen has over 25 years of experience working with businesses to grow their people and support them achieve their performance best. Her professional skillset has been shaped by a variety of industries including aviation, banking and financial services.
Kristen applies an integrative, human centred approach to strategic design and implementation, drawing on her Bachelor of Behavioural Sciences Degree and Masters in Applied Positive Psychology. As a passionate champion of Wellbeing she is committed to enhancing our workplace experience bringing together business and people agendas to enable shared value and positive organisational outcomes.
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