Companies are realising that attracting and retaining top talent extends beyond traditional benefits and monetary incentives. In today’s fast-paced world, where stress and burnout are increasingly prevalent, prioritising employee wellbeing is not just a trend; it’s a necessity. Businesses that invest in the holistic wellbeing of their employees are not only retaining their existing talent but also becoming magnets for new, skilled professionals. Here’s why wellbeing is the cornerstone of talent retention and attraction in the workplace:

Fostering a Healthy Work-Life Balance:

In an era where the boundaries between work and personal life are becoming more blurred, employees value workplaces that respect their time and energy. Cultivating a healthy work-life balance through flexible work hours, remote work options, and ample vacation time demonstrates a company’s commitment to the overall wellbeing of its workforce.

Statistics show that employees with a good work-life balance are 10% more likely to stay with a company.

Enhancing Employee Engagement and Productivity:

Wellbeing initiatives, such as wellness programs, mental health resources, and mindfulness training, significantly contribute to employee engagement.

Research indicates that engaged employees are 87% less likely to leave their organisations.

Engaged employees are not only more productive but also more likely to stay loyal to their employers. When employees feel valued and supported in their physical and mental health, they are more likely to bring their best selves to work, resulting in increased productivity and efficiency.

Building a Positive Workplace Culture:

A workplace that prioritises wellbeing creates a positive culture where employees feel heard, respected, and cared for. When individuals are encouraged to take care of their physical and mental health, it fosters a sense of belonging and camaraderie.

Companies with a strong sense of belonging and a positive workplace culture experience 56% lower turnover rates.

A positive workplace culture not only retains existing talent but also acts as a magnet for new talent, drawing in professionals who seek environments where they can thrive both personally and professionally.

Demonstrating Corporate Social Responsibility:

Companies that invest in the wellbeing of their employees are seen as socially responsible organisations.

Research shows that 88% of employees believe that employers that support well-being initiatives have a positive impact on society.

The current dominant workforce generations, are particularly attuned to a company’s values and its impact on society. By showcasing a commitment to employee wellbeing, organisations can attract socially conscious individuals who want to work for companies that prioritise not just profits but also the wellbeing of their workforce.

Reducing Turnover Costs:

High employee turnover can be incredibly costly for businesses. The recruitment process, training, and onboarding of new employees require significant time and resources.

Companies investing in employee wellbeing programs report an average savings of $2,500 per employee due to reduced turnover costs.

By investing in employee wellbeing and creating a positive work environment, companies can reduce turnover rates. When employees feel satisfied, supported, and fulfilled in their roles, they are less likely to seek opportunities elsewhere, saving the company substantial costs associated with recruitment and training.

In conclusion

The importance of employee wellbeing in talent retention and attraction cannot be overstated. By fostering a workplace culture that prioritises the holistic health of its employees, organisations not only retain their existing talent but also attract new talent that is highly skilled, motivated, and dedicated. In this competitive job market, companies that invest in the wellbeing of their workforce are not just employers; they are beacons of support, understanding, and progress, leading the way toward a future where the wellbeing of employees is at the heart of every successful enterprise.

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Poor wellbeing is a growing problem in the workplace, and many organisations are beginning to take notice. However, addressing the symptoms of poor wellbeing, such as absenteeism, presenteeism, and high turnover rates, is not enough. To truly improve employee wellbeing, organisations must address the root causes of the problem.

Here are three key reasons why organisations should focus on addressing the root causes of poor wellbeing, rather than just skimming the surface of this as a company problem:

Sustainable Change

Focusing on the root causes of poor wellbeing can lead to sustainable change. By identifying the underlying issues that are impacting employee wellbeing, organisations can implement long-term solutions that address the root of the problem. This can lead to a more sustainable and effective approach to improving employee wellbeing over time.

Improved Employee Engagement

Addressing the root causes of poor wellbeing can improve employee engagement. When employees feel that their employer is invested in their wellbeing and is taking action to address the issues that are impacting their health and happiness, they are more likely to feel engaged and committed to their work. This can lead to improved productivity, morale, and job satisfaction.

Better Organisational Outcomes

Addressing the root causes of poor wellbeing can lead to better organisational outcomes. When employees feel supported and valued, they are more likely to be productive, motivated, and committed to their work. This can lead to improved business outcomes, such as increased revenue, reduced costs, and improved customer satisfaction.

What can senior leaders be aware of and start to impact  to address root causes of poor wellbeing? 

Poor wellbeing in organiations can be attributed to a variety of root causes, many of which are interconnected. Identifying and addressing these root causes is crucial for improving overall employee wellbeing and creating a healthier work environment. Some common root causes of poor wellbeing in organisations include:

Workload and Job Demands: Excessive workloads, unrealistic expectations, and constant pressure to meet tight deadlines can lead to stress, burnout, and poor mental and physical health among employees.

Lack of Work-Life Balance: When employees feel they have little control over their work hours or are constantly expected to be available outside of regular working hours, it can erode work-life balance and negatively impact wellbeing.

Unclear Expectations and Role Ambiguity: When employees are unsure of their roles and responsibilities or feel that their contributions are undervalued, it can lead to frustration and a sense of disengagement.

Poor Management and Leadership: Ineffective or unsupportive management can contribute to a toxic work culture, increased stress, and a lack of trust within the organisation.

Inadequate Resources: Insufficient resources, whether it’s staffing, technology, or tools, can result in employees feeling overwhelmed and unable to perform their jobs effectively.

Lack of Recognition and Reward: Employees who feel that their hard work and accomplishments go unnoticed or unrewarded are more likely to experience low morale and reduced wellbeing.

Bullying and Harassment: A hostile work environment characterised by bullying, harassment, or discrimination can have severe negative effects on employee mental health and overall wellbeing.

Inadequate Training and Development: Employees who feel that they lack the skills or opportunities for growth may become disengaged and dissatisfied with their jobs.

Limited Autonomy and Control: Micromanagement and a lack of autonomy in decision-making can contribute to feelings of disempowerment and reduced job satisfaction.

Financial Insecurity: Concerns about job security, inadequate compensation, or a lack of financial stability can contribute to stress and anxiety among employees.

Poor Physical Work Conditions: Uncomfortable or unsafe physical work environments can negatively impact employee health and wellbeing.

Lack of Mental Health Support: Inadequate mental health support and stigma around mental health issues can prevent employees from seeking help when needed.

Isolation and Loneliness: Factors like remote work arrangements or a lack of social interaction in the workplace can lead to feelings of isolation and loneliness, which can harm mental health.

To improve employee wellbeing, organisations should assess these root causes and implement strategies to address them. This may involve fostering a supportive culture, providing resources for stress management and mental health support, offering flexible work arrangements, and promoting open communication between employees and management.

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Why Culture Matters

Culture is often described as the “personality” of an organisation. It’s the shared values, beliefs, and behaviours that shape how people work together and interact with each other. Workplace culture has a significant impact on employee wellbeing, and there are several reasons why this is the case.

First, culture shapes how employees perceive their work environment. If an organisation has a culture that prioritises employee wellbeing, employees are more likely to feel valued, supported, and engaged in their work. In contrast, if an organisation has a culture that prioritises profits over people, employees are more likely to feel stressed, burned out, and disengaged.

Second, culture shapes how employees interact with each other. A positive workplace culture promotes collaboration, communication, and teamwork, which can help reduce stress levels and foster a sense of belonging. On the other hand, a toxic workplace culture can lead to conflict, bullying, and a lack of trust among employees, which can have a negative impact on employee wellbeing.

Finally, culture shapes the policies and practices that govern the workplace. A culture that values employee wellbeing is more likely to have policies and practices that support work-life balance, mental health, and physical health. In contrast, a culture that prioritises profits over people is more likely to have policies and practices that prioritise productivity over employee health and happiness.

In this article, we’ll explore the reasons why culture is the key to workplace wellbeing success.

Culture Shapes Employee Experience

The culture of an organisation can have a significant impact on the employee experience. Workplace culture encompasses the values, beliefs, attitudes, and behaviors that are shared by members of an organisation. A positive workplace culture can create a sense of belonging and community, encourage open communication, and foster collaboration and teamwork. These elements are critical for promoting employee wellbeing and job satisfaction.

Culture Shapes Behaviours

Culture shapes the behaviours of employees, including their attitudes towards wellbeing. When employees work in a culture that values and prioritises wellbeing, they are more likely to engage in behaviours that promote health and happiness, such as taking breaks, getting enough sleep, and exercising regularly. On the other hand, when employees work in a culture that prioritises productivity at all costs, they may feel pressure to work long hours, skip breaks, and neglect their own wellbeing

Culture Influences Beliefs and Values

Culture also influences the beliefs and values of employees. When employees work in a culture that values wellbeing, they are more likely to believe that their health and happiness are important, and they are more likely to prioritise these aspects of their lives. In contrast, when employees work in a culture that prioritises productivity above all else, they may begin to believe that their worth is tied to their productivity, leading to burnout and poor mental health.

Culture Shapes Social Norms

Culture also shapes social norms in the workplace. When employees work in a culture that values and prioritises wellbeing, they are more likely to see their colleagues taking care of themselves and supporting one another in their efforts to prioritise their own health and happiness. This creates a positive feedback loop, where employees feel supported and encouraged to prioritise their own wellbeing, leading to a healthier and happier workforce.

Culture Creates a Sense of Community

Finally, workplace culture creates a sense of community among employees. When employees work in a culture that prioritises wellbeing, they are more likely to feel connected to their colleagues, which can lead to improved mental health and job satisfaction. On the other hand, when employees work in a culture that prioritises productivity above all else, they may feel isolated and disconnected from their colleagues, leading to feelings of loneliness and burnout.

To create a culture of workplace wellbeing, organisations can take several key steps. These include:

1.Leadership and Role Modelling

Leadership is critical in shaping workplace culture. Leaders can model behaviours that prioritise wellbeing, such as taking breaks, managing stress, and maintaining a healthy work-life balance. By setting this example, leaders can create a culture that values wellbeing and encourages employees to prioritise their own self-care.

2.Communication and Feedback

Effective communication is essential for creating a culture of wellbeing. Organisations can provide regular opportunities for employees to share their concerns, ask questions, and provide feedback on their work. This can help managers identify potential sources of stress and burnout and address them proactively.

3.Collaboration and Teamwork

Collaboration and teamwork are critical for building a healthy high-performance culture that prioritises employee wellbeing. Organisations can encourage employees to work together, share ideas, and support one another, which can help build trust, improve communication, and reduce stress levels.

4.Recognition and Rewards

Recognising and rewarding success is an essential part of building a positive work environment that prioritises employee wellbeing. Organisations can celebrate successes and recognise employees for their hard work and achievements. This can help build morale, improve motivation, and reduce stress levels by acknowledging the effort and dedication that employees put into their work.

In conclusion, culture is the key to workplace wellbeing success. By prioritising workplace culture, organisations can create a healthy and positive work environment that promotes employee health, happiness, and productivity. 

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1. Senior leaders notice a wellbeing problem that is often negatively impacting a core KPI.
2. Senior leaders pass the baton to someone who has limited resource and little influence or power to make substantial change and impact.
3. A short-term reactive approach is adopted like mental health first aid, resilience training or wellbeing calendars. I just want to highlight that we have nothing against first aid or wellbeing calendars but often they are used with little vision or purpose to just tick a box.
4. Due to poor feedback mechanisms being utilised across the programmes and senior leaders not being part of the process, there are assumptions that the programmes delivered did their job (even though from an impact, engagement and behavioural change perspective feedback will be very poor).
5. Feedback from poor and limited data shows that wellbeing is doing okay. There is limited data to demonstrate a good ROI.
6. Wellbeing is only addressed when it becomes a problem again.

To prevent this cycle turning into a downward spiral, senior leaders need to ensure that they are serious about wellbeing and leading from the top.

Why wellbeing needs to start at the top

Senior leaders set the tone and strategic direction, shape culture, and influence the entire organisational ecosystem. They define the vision, goals, and objectives that align with a culture of wellbeing, ensuring that it permeates all aspects of the organisation’s operations. Senior leaders have a level of authority and influence which can help shape an organisation’s policies and procedures around integrating wellbeing into the design of work. This helps to create an environment where wellbeing is treated as a core KPI and embedded into organisational DNA. Senior leaders are accountable for measuring and monitoring the impact of wellbeing initiatives. They establish metrics, collect data, and track key performance indicators related to people wellbeing. By analysing this data, leaders gain insights into the effectiveness of their initiatives and can make informed decisions to further enhance the wellbeing of their people.

How to embed wellbeing into culture

When the conditions or culture in a workplace are not conducive to wellbeing, wellbeing strategies, programmes and initiatives are likely to have minimal impact and fail to bring about significant behavioural and cultural change. A workplace culture shapes the environment and influences how people interact, collaborate, and conduct themselves within the organisation. When a workplace culture starts to normalise toxic behaviours and fails to stamp out root causes that are damaging people’s health, it becomes even more challenging for wellbeing programmes to have impact.

To effectively embed wellbeing into the DNA of any organisation, senior leaders must start with their culture and ensure that wellbeing is not treated as a separate component but rather integrated into the design of work, so it becomes a living and breathing thing. This can be achieved by making sure wellbeing is integrated into values and beliefs that shape cultural foundations. Wellbeing must be an integral part of core norms and behaviours that are expected and encouraged. Effective leaders who embody the desired cultural values and lead by example have a profound influence on shaping the overall work environment.

So why start with culture?

1. Engagement: A positive culture that drives wellbeing fosters high levels of employee engagement, motivation, and commitment. Employees feel valued, empowered, and connected to the organisation’s purpose, leading to increased productivity and job satisfaction.
2. Recognition and Rewards: A culture that prioritises wellbeing recognises and rewards employees for their contributions and achievements.
3. Diversity and Inclusion: A healthy workplace culture embraces diversity and promotes inclusivity. It values different perspectives, experiences, and backgrounds, creating an environment where everyone feels respected, heard, and able to contribute their best.
4. Work-Life Balance: A healthy workplace culture acknowledges the importance of work-life balance and supports people in achieving it. It encourages a supportive and flexible environment that enables people to meet both personal and professional commitments.
5. Learning and Development: A culture that values continuous learning, growth, and development creates opportunities for employees to enhance their skills, knowledge, and capabilities. This fosters a sense of personal and professional fulfilment and contributes to overall employee engagement.
6. Adaptability and Innovation: A healthy workplace culture encourages adaptability, innovation, and the willingness to embrace change.

Healthy People Healthy Profit

Driving a culture of wellbeing requires a certain mindset to be adopted by senior leaders. This mindset should be one where senior leaders recognise people as one of their most important and valuable assets. When adopting a healthy people healthy profit narrative, senior leaders must focus on creating environments where workplaces are positively contributing to people’s sense of purpose, meaning, life satisfaction, performance, productivity, and wellbeing.  This means ensuring that people are fit for purpose and not waiting for things to go wrong before equipping people with the right resources to cope with the daily demands of work and life. This means ensuring that profits achieved are not at the detriment to their people’s health.

Adopting this narrative represents a shift in perspective where organisations prioritise the wellbeing and fulfilment of their people as a means to achieve long-term success and profitability. It focuses on recognising the intrinsic value of individuals and prioritising their wellbeing as a strategic business imperative. By fostering this approach, organisations create an environment where employees thrive, perform at their best, and contribute to the organisation’s long-term success. When people are viewed as valuable assets and their wellbeing is nurtured, organisations can achieve sustainable profitability, innovation, and positive business outcomes.

Putting wellbeing on your agenda

You have a choice. You can either be a leader who talks about wellbeing, or you can be a leader who is serious about wellbeing. Leaders who are serious about wellbeing place it at the top of the agenda by adopting a people first approach. They integrate wellbeing as part of strategic priorities and align it with the organisation’s core values and mission so that it can be incorporated into performance evaluations and organisational goals. By making wellbeing a focal point in decision-making, senior leaders can embed it into the fabric of the organisation, fostering a culture where the health and happiness of employees thrive alongside other strategic priorities.

How senior leaders can enhance wellbeing

Deloitte have recently identified several workplace factors that both damage and enhance people wellbeing. One of the consistent factors is how leaders behave. As a leader you have a responsibility to help improve wellbeing through the behaviours that you demonstrate daily. Here are 5 ways in which you can enhance the wellbeing of your people.

1. Compassionate Leadership: When leaders genuinely listen, show empathy, and acknowledge the feelings and concerns of their people, it enhances psychological safety and fosters trust, positively impacting wellbeing.
2. Empowerment and Autonomy: Empowering people to make decisions, take ownership of their work, and have a sense of autonomy over their tasks can boost morale and job satisfaction.
3. Work-Life Balance Support: Leaders who promote a healthy work-life balance by encouraging flexible work, setting realistic deadlines, and respecting personal boundaries contribute to peoples’ overall wellbeing.
4. Recognition: Simple acts of acknowledgment, praise, and celebrating successes foster a positive work environment, boosting self-esteem and motivation.
5. Growth and Development: Leadership behaviours that prioritise people’s growth and development demonstrate a commitment to their long-term success. 

Making wellbeing a KPI

 If you are serious about wellbeing, then as a leader you will treat it with the same importance as all your other KPIs. Having wellbeing as a KPI demonstrates to your people that you care about them and that there is a level of accountability and ownership that you are prepared to take to ensure that your people are healthy and fit for purpose. When people feel supported, satisfied, and engaged, they are more likely to perform at their best, be productive, and contribute to the overall success of the organisation.

Here are 5 steps to make wellbeing a KPI:

1. Define Wellbeing Metrics: Identify specific metrics that align with the organisation’s wellbeing objectives. These metrics could include employee satisfaction, stress levels, work-life balance, or participation rates in wellbeing programmes.
2. Set Clear Targets: Establish clear and achievable targets for each wellbeing metric. These targets should be realistic and aligned with the organisation’s overall wellbeing strategy.
3. Communicate and Educate: Communicate the importance of wellbeing as a KPI to all people. Provide training and resources to help managers understand how to support wellbeing initiatives and promote a culture of wellbeing throughout the organisation.
4. Monitor Progress: Regularly track and monitor the wellbeing metrics to assess progress towards the established targets. This may involve using surveys, data analytics, and employee feedback to gain insights into the wellbeing of the workforce.
5. Align Incentives: Integrate wellbeing metrics into performance evaluation. Linking performance evaluations to wellbeing KPIs demonstrates the organisation’s commitment to prioritising employee wellbeing.

Senior leaders hold the key to driving a culture of wellbeing within their organisations. By embodying the principles of compassionate leadership, prioritising people wellbeing, and integrating it into the very fabric of their organisational strategies, they can inspire positive change from the top-down. When senior leaders demonstrate a genuine concern for their peoples’ physical, mental, and emotional health, they set the stage for a thriving and resilient organisation.

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In the rapidly evolving and highly competitive business landscape of today, organisations are increasingly acknowledging the crucial role of fostering a positive and supportive work culture. A key strategy employed to achieve this is prioritising the implementation of a comprehensive wellbeing strategy that encompasses the physical, mental, and emotional health of employees. By making a dedicated investment in employee wellbeing, organisations stand to gain a multitude of benefits, such as heightened productivity, improved employee engagement, enhanced retention rates, and the cultivation of a positive brand image.

This blog post will look at the reasons why having a wellbeing strategy that is aligned with organisational outcomes is important and the impact that it can have on the people and culture of an organisation.

Improved Employee Wellbeing:

When organisations prioritise employee wellbeing, they create an environment that values and supports the overall health of their workforce. This includes providing access to wellness programs, resources for stress management, and promoting work-life balance through flexible work arrangements. By offering these initiatives, organisations actively contribute to the physical and mental health of their employees. When employees feel cared for and supported, their overall wellbeing improves, leading to reduced absenteeism and increased motivation. Additionally, employees who experience higher job satisfaction are more likely to have a positive attitude towards their work, which can have a ripple effect on team morale and organisational culture.

Increased Productivity and Engagement:

A culture that emphasises wellbeing has a direct impact on employee productivity and engagement. When employees feel valued and supported, they are more likely to be motivated and committed to their work. Organisations can foster a culture of wellbeing by providing opportunities for personal growth, incorporating regular breaks and mindfulness practices into the workday, and encouraging work-life integration. These initiatives create an environment that nurtures employee potential, creativity, and innovation. Engaged employees are more inclined to go the extra mile, resulting in increased productivity and improved business outcomes. They are also more likely to collaborate effectively, contributing to a positive team dynamic and a thriving organisational culture.

Enhanced Retention Rates :

Prioritising wellbeing can significantly influence employee retention rates. When organisations invest in the health and happiness of their employees, they are more likely to retain top talent. A wellbeing strategy plays a pivotal role in fostering loyalty and commitment among employees. By providing support for their physical and mental health, organisations create an environment where employees feel valued, respected, and cared for. This sense of belonging and support increases employee satisfaction and reduces turnover rates. Moreover, employees who feel supported and engaged are more likely to recommend their organisation as an employer of choice, attracting high-caliber talent to join the organisation. A stable and satisfied workforce contributes to a positive company culture, as long-term employees possess valuable institutional knowledge and experience that can be leveraged for growth and success.

Positive Brand Image :

In today’s socially conscious world, consumers and potential employees are increasingly drawn to organisations that prioritise wellbeing. By adopting a wellbeing strategy, organisations demonstrate their commitment to the welfare of their employees, which significantly enhances their brand image. Organisations that genuinely care about the wellbeing of their employees are viewed as ethical, responsible, and forward-thinking. This positive brand perception can lead to increased customer loyalty, positive word-of-mouth recommendations, and a competitive edge in the market. Furthermore, organisations that prioritise employee wellbeing attract and retain top talent, as individuals seek out employers who prioritise their overall health and happiness. A positive brand image not only helps in attracting skilled professionals but also contributes to employee morale and engagement, as employees take pride in being associated with an organisation that values their wellbeing.

Culture change is crucial for organisations to thrive in today’s competitive landscape. Prioritising a wellbeing strategy is an effective approach to driving this change. By investing in the physical, mental, and emotional health of employees, organisations can create a positive work environment that fosters productivity, engagement, and loyalty. Improved employee wellbeing leads to reduced absenteeism, increased productivity, and higher job satisfaction. Moreover, a culture centred on wellbeing enhances retention rates and contributes to a positive brand image. Therefore, organisations need to recognise the value of employee wellbeing and integrate it into their strategic goals to unlock the full potential of their workforce and cultivate a thriving organisational culture.

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So, what exactly can managers do to build a healthy high-performance culture in the workplace? Here are five key strategies to consider:

Lead by Example

One of the most effective ways for managers to foster a culture of excellence is to lead by example. This means exhibiting the same qualities and behaviors they want their employees to emulate. Whether it’s showing up on time, being accountable, or staying proactive, setting the right example can set the tone for the entire organisation and establish a culture of success.

Create a Culture of Feedback

Feedback is an essential aspect of growth and development, particularly in the workplace. Managers can create a culture of feedback by encouraging employees to give and receive feedback constructively and openly. This can help employees feel supported, motivated, and engaged, leading to improved performance and productivity.

Foster Collaboration and Teamwork

Collaboration and teamwork are essential for building a healthy high-performance culture. Managers should encourage employees to work together, share ideas, and support one another. This can help build trust, improve communication, and drive innovation, leading to better outcomes and success.

Set Clear Goals and Expectations

Employees need to know what is expected of them to perform at their best. Managers should set clear goals and expectations for their team, providing regular updates on progress. This can help employees stay focused, accountable, and motivated, leading to better productivity and outcomes.

Recognise and Reward Success

Recognising and rewarding success is critical for building morale, improving motivation, and driving performance. Managers should celebrate successes and recognise employees for their hard work and achievements. This can help build a positive work environment, leading to better outcomes and success for everyone.

Building a healthy high-performance culture takes effort and time, but the benefits are well worth it. By focusing on leadership, feedback, collaboration, clear goals, and recognition, managers can create an environment in which employees can thrive, grow, and perform at their best. This, in turn, can lead to improved organisational performance and success. So, if you’re a manager, take these strategies to heart, and start building the kind of workplace culture that will lead to sustained success for your team and your organisation.

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When employees are healthy and supported, they are more engaged, productive, and likely to stay with the company long-term. This is why it’s crucial to prioritise employee wellbeing and create a supportive work environment. However, achieving this takes more than just implementing a few wellness programs. It requires a fundamental shift in mindset and a commitment to creating a positive work culture.

Here are a few ways that prioritising wellbeing and culture can positively impact your organisation:

1. Increased productivity: Research has shown that when employees feel valued and supported, they are more productive. By fostering a culture that prioritises employee wellbeing, you can create a work environment that promotes productivity and engagement. This can lead to increased output, better quality work, and ultimately, improved business outcomes.
2. Improved retention: Employee turnover can be costly for organisations, both in terms of time and money. When employees feel that their wellbeing is a priority, they are more likely to feel loyal to the company and less likely to leave. By creating a culture that values employee wellbeing, you can improve retention rates and reduce turnover costs.
3. Enhanced reputation: Your company’s culture can have a significant impact on its reputation. By prioritising employee wellbeing and creating a supportive work environment, your organisation can enhance its reputation as a responsible and caring employer. This can attract top talent, improve customer loyalty, and ultimately, drive business success.
4. Better teamwork: A positive work culture can foster better teamwork and collaboration. When employees feel supported and valued, they are more likely to work well with others. By prioritising employee wellbeing, you can create a culture that promotes communication, collaboration, and overall teamwork.

Creating a culture of wellbeing is an ongoing process that requires commitment, but the benefits are well worth the effort. To achieve this, it’s essential to prioritise employee wellbeing, implement wellness programs, and foster a supportive work environment. Encourage open communication and feedback, offer flexible work arrangements, and provide opportunities for professional development and growth.

In conclusion, employee wellbeing and a positive work culture are crucial for the success of any organisation. By prioritising employee health, you can increase productivity, improve retention, enhance your reputation, and foster better teamwork. Remember, your employees are your most valuable asset, and investing in their wellbeing is an investment in your organisation’s future.

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As the founder and owner of a business I understand the importance of profit. I recognise that it helps our business stay financially healthy and provides us with the opportunity to keep doing more good things over the long term. When I think about the word profit I start reflecting on why it has become such a dirty word within the world of business. Too often, it is because of the way it is achieved which is at the detriment of people’s health.

What concerns me is the unhealthy obsession that we have with profits and how individuals and organisations prioritise profits at the expense of health, people, customers and the environment. I am concerned with the unhealthy habits and toxic behaviours that people and businesses engage with to ensure that they are running at profit.

The unhealthy pursuit of profits can create a culture of competition and individualism that can harm teams and relationships. Organisations that prioritise profits above all else may overlook the importance of their people’s wellbeing and may create a toxic work environment that is stressful and unhealthy.

‘We define healthy profits as – profits achieved not at the detriment of your peoples health…’

The problem lies with how people and businesses believe profit should be achieved. Long working hours, excessive workloads, high amounts of pressure, being available at all times, showing no sign of weakness and being on it 24/7 are just a few of the workplace practises that businesses believe are needed to achieve profit.

Healthy people drive healthy profits.

I can tell you right now that these are not the habits of a healthy high performing culture. I can also tell you that I don’t think there is any research or evidence that positively correlates toxic workplace behaviours with more profit. I am actually pretty confident that the prioritisation of short term financial gain over the long term health of people can lead to toxic cultures of overwork and burnout.

At BelievePerform we believe that healthy people drive healthy profits. We define healthy profits as “profits achieved not at the detriment of your peoples health”. Profit that is generated without compromising or harming the health and wellbeing of your people. This narrative acknowledges that healthy people and healthy teams are an essential component of strategy and crucial for achieving sustainable profits. It also recognises that profit can have a wider lens and be more than just financial gain. It should include ethical, social and environmental profit which are all  key components that support strategy and drive culture. 

Recognising your people.

Let’s not forget people profit.  A people profit approach recognises that people are the most valuable asset of a business and that investing in their health, growth and development can lead to both financial success and employee wellbeing.

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The business case is simple but opaque. High staff churn, absenteeism and worse yet, presenteeism, is obviously expensive to anyone who can see (and feel) it but it’s difficult to measure. Senior leaders often fail to make the link between healthy people and healthy profit until something breaks. In them, or someone they care about. And if it’s really bad, they leave too. And all the well-being stuff we’ve done before doesn’t seem to have much impact

Much of what we see isn’t well-being as much as it is well-meaning.  Speakers during mental health week. Cake on your birthday. Cycle to work vouchers. The list goes on. I love cake on my birthday as much as the next person but if the organisation isn’t meeting some of your most basic needs then it’s all a bit fur coat and no knickers. If managers aren’t equipped to lead compassionately, it’s going to hurt. If people on the front line are not engaging in the habits and behaviours which they’re going to need for the reality of the conditions they work in then they’ll never feel ready, and we know what impact feeling ready for something has. Everyone’s got a role in creating a mentally healthy culture and without a mentally healthy culture, you’ll never have a high performance culture and most everyone we speak to, says they definitely want one of those.

It requires leadership

Like most things that are worth doing, it takes a little bit of effort and a lot of leadership. In conversations with BelievePerform you can expect us to steer away from sticking plaster stuff. You can expect us to steer towards challenging conversations and evidence based, high impact expertise that shifts the needle at every level of the organisation. You can expect us to help you create the conditions for success by working with senior leaders to build and embed a culture that integrates wellbeing into the design of work. You can expect us to support your managers to embed change so that they feel confident in contributing to a healthy high performance culture that is led through a lens of compassion. And finally you can expect us to embed expertise through engaging wellbeing programmes that support all staff to be ready for managing the daily demands of work and life.

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There is not a one size fits all approach to addressing burnout and it is important that we are aware of the role individuals play and the nature of different jobs. Every workplace has different demands that they are facing, and some professions can be more stressful than others (E.g. teaching). It is also important for us to acknowledge the role that we all must play within burnout. We are all responsible for our own wellbeing/happiness and there will be times throughout our life where we might make unhealthy decisions that make us feel more stressed or anxious. Being aware of the signs and symptoms of burnout and putting resources in place to alleviate symptoms is just one way that we as individuals can positively contribute towards reducing the problem.

Employees who feel unsupported by their managers are 70% more likely to experience burnout. Employees are 70% more likely to succumb to burnout when faced with unreasonable time restraints

Is there a solution?

There are many solutions to addressing burnout and often they are reactive interventions or programmes focused on stress management or resilience. I don’t believe that these interventions are going to make a difference within a world where people have limited time and resource. Rather than focusing on what can we do to reduce burnout I would encourage organisations to think about how workplace cultures can positively contribute to life and wellbeing. This is a healthier and more proactive outlook that focuses on making sure that we are meeting some of the most basic human needs of people at work.

Instead of thinking about how we can make staff more resilient and better at coping with stress, we need to be building cultures that enhance health and wellbeing and provide people with a sense of purpose. Cultures that people want to be part of. Cultures where people feel connected to others and have opportunities to grow. Cultures where people have autonomy and control over decisions. Cultures where people feel safe to talk about how they are feeling and what they are thinking. Cultures where people are appreciated, acknowledged, and listened to.

So, the next time you are thinking about burnout and what training you can offer to make staff more resilient I would urge you to look at your culture and think about what habits and behaviours you can implement that will provide people with a sense of purpose, meaning and nourishment. I urge you to think about how your organisation can positively contribute to people’s life and wellbeing through everyday habits and behaviours.

If you would like to learn more about how we build healthy high performing cultures and the approach we adopt, please get in touch.

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