Worth of Well-Being – Did You Get It?

Observational study on the core topic of every workplace ecosystem.

Well-being isn’t given; it’s realized. Did you get it?

Context:

In today’s workplace landscape, who isn’t striving to promote well-being? While it remains a conceptual priority for some, it is a tangible and critical focus for many established organizations. Publicly, no one denies the importance of well-being, yet numerous companies still struggle to fully embrace its essence and integrate it comprehensively. For C-suite leaders—particularly Chief People Officers (CPOs), CEOs, and even governing boards—one of the pivotal metrics that both lags and leads is: “How effectively are we implementing and benefiting from well-being practices?” This question has made it essential to rethink strategies surrounding well-being.

Well-being is now being leveraged in multiple domains, including customer sales pitches, employee value propositions, unique selling points (USPs) in offer letters for potential hires, and organization-wide wellness initiatives. Its presence is pervasive and undeniably influential.

Continuous Conundrum

The pandemic not only accelerated but, in many cases, forced organizational transformations, driving a shift from physical to digital operations. In this process, it has redefined the value and importance of well-being. And why shouldn’t it? Numerous empirical studies demonstrate a clear correlation between effective well-being practices and the organization’s bottom-line and top-line performance.

In this article, I aim to present a graphical representation of various dimensions of well-being in the workplace, influenced by two key entities: the organization and its employees. The organization contributes through its willingness and capability to foster a cohesive well-being ecosystem, while employees play a crucial role in driving and sustaining this system.

Let us delve into the mapping illustrated in Image 1, which explores the interconnected concepts of workplace well-being.

1.????? Four types of well-being are widely recognized, each with varying degrees of relevance for employees and organizations. These dimensions can also be uniquely shaped by specific workplace contexts.

2.????? Building a culture of well-being should be a top-down priority, as highlighted in its position on the graph.

3.????? While physical and financial well-being are largely controlled by employees, organizations play a pivotal role in enabling and supporting these aspects.

4.????? Well-being programs are often invested in, designed, and implemented. However, applying design thinking—through rapid prototyping on a small scale and evaluating outcomes at an organizational level—can significantly enhance their effectiveness.

5.????? Social well-being is particularly valued by today’s workforce and cohesive employee groups. Millennial-dominated workplaces and established manufacturing setups can foster social well-being with minimal investments and effort.

6.????? Mental well-being is deeply subjective, influenced by individual experiences within the organization and personal circumstances. It can be driven by either or both entities, but there is no absolute measurement for it.

Discrete Diagnosis

Based on various observations, it is essential to diagnose the factors that directly impact well-being. These factors vary significantly depending on organizational size, industry type, product offerings, and business structures (refer to Image 2).

A] Job Design: Job design has emerged as the most significant factor influencing well-being across all sectors and geographies. In many cases, the work itself has not been re-evaluated by job designers to align with the demands of the modern era, which includes considerations of digital behavior and body language. These critical elements have yet to be fully integrated. The structure of jobs, overlapping responsibilities, multidisciplinary demands, and minimal differentiation in delivery complexities often make poor job design the primary adversary of well-being. Working Conditions also play a crucial, and at times detrimental, role. Organizations often overlook the need for regular assessments of these conditions, exacerbating the issue. The rise of remote and hybrid work has further highlighted this challenge, as not every home is equipped to function as an effective workplace.

B] Lost Control: It is widely recognized that in the ‘Present of Work’, many individuals have lost a sense of control over how their jobs are performed. Regardless of what you do or where you work from, organizations have also fundamentally lost control—a direct result of shifting power dynamics and the rapid pace of change. This shift has been accompanied by rising stress levels, often driven by overlooked factors such as unsolicited working hours. One critical misconception persists: the belief that ‘performance is positively correlated with work hours.’ This illusion often leads to an acceptance of excessively long work hours, further exacerbating the problem.

C] Insurance: Which employer does not include insurance in their benefits package? It is often regarded as a top-tier benefit, providing employees with peace of mind. However, is it truly comprehensive and equitable? With the Indian subcontinent—and much of the world—being increasingly categorized as a "higher risk zone" by insurance evaluators and underwriters, insurance costs have risen sharply. Concurrently, employees are shouldering significantly higher co-payment obligations.

D] Social Support @ Workplaces: The three factors discussed above have a significant impact on social support in workplaces, which is often exchanged between employees. A lack of this crucial support can directly affect health and increase workplace stress, ultimately compromising overall well-being. This gap may arise from issues such as poor job design (fostering unhealthy competition), lack of control over excessive working hours, and concerns about costs. The concept of the Need for Affiliation, popularized by David McClelland, seems to falter in addressing these challenges effectively in this context.

E] Balance of Work & Family: The lack of social support has diminished attention to family, even in hybrid or work-from-home (WFH) settings. The delicate balance between work and family life is increasingly disrupted, often forcing difficult trade-offs to meet family commitments. According to data, the average workplace is now spending 288% more time in meetings compared to pre-pandemic levels, often with little to no impact on bottom-line value creation.

F] Equity, Justice, and Inclusion: Workplaces that fail to institutionalize a focus on equity, justice, and inclusion often leave employees with the perception that fairness is lacking. While the actions and behaviors expected of employers to demonstrate fairness are widely recognized, the question remains: are they truly practicing what they preach?

G] Layoffs and Job Security: Layoffs, particularly high-profile or "loud" layoffs, along with concerns about job security, are among the most significant contributors to stress and well-being across all four dimensions of well-being. While layoffs present a two-sided narrative, with some claiming organizational benefits and others disputing such claims, the undeniable truth is that they have a direct and substantial impact on employees' overall well-being.

Poised Possibilities

What can individuals and organizations do to shape the cause-and-effect relationship in favor of total well-being? Achieving this will require deliberate and informed efforts from the entire organization, with custodians at every relevant level playing a crucial role. Below, I outline the possibilities of fostering will, wish, and warmth to help organizations create a meaningful and lasting impact on total well-being:

1.???? Executive Buy-in and Engagement: Secure the buy-in and active involvement of top executives when creating or proposing well-being initiatives. However, approval alone is not enough. Leaders must understand the importance of their role in embodying approachability, care, and authenticity. These values should be consistently communicated and demonstrated to build trust and drive impactful change.

2.????? Listen: Actively listen to employees by gathering sentiment data through simple and accessible methods, such as one-question surveys via chatbots or WhatsApp (use easier-faster method). Deploy these tools at both company-wide and regional levels for greater inclusivity. Utilize technology to monitor energy levels—for instance, by prompting employees to share feedback during their first login each month. Additionally, incorporate insights from employee inputs collected throughout their tenure, from onboarding to exit interviews. Let this data guide and inform the development of impactful well-being programs.

3.????? Adopt Democratic Initiatives: Implement visible, non-conflicting efforts to promote well-being. For instance, consider creating policies that reward non-smokers with additional leave or wages (reference 2017, Piala Inc., Japan) or introduce a "low or no meetings" culture inspired by the popular sentiment, “Don’t schedule a meeting that could have been an email.” Empower managers to champion and drive these behaviours across teams.

4.????? Revisit Job Design, Systems, and Workplace Structures: Periodically review and update job designs, workplace systems, structures, and working conditions—especially those that have not been assessed or improved in a long time.

5.????? Upgrade Technology:? Enhance workplace technology to reduce inefficiencies. Research indicates that employees spend an average of 34 days per year toggling between outdated applications. Adopting modern technology and APIs can minimize low-energy, repetitive tasks, freeing up time and boosting both productivity and well-being.

6.????? Address Toxic High Performers: Toxic high performers who drive others away must be dealt with through decisive and values-driven actions, supported by thorough assessments. While addressing such individuals might result in short-term challenges, fostering and incentivizing desired behaviors will yield significant long-term benefits for the organization.

7.????? Consistent Communication of DEI Initiatives: Regularly and transparently communicate Diversity, Equity, and Inclusion (DEI) initiatives to enhance both the perception and the reality of #Fairness within the organization.

8.????? Promote Job Security: Build a strong sense of job security through clear communication from C-suite leaders, transparent corporate governance, and accurate business forecasting. Job security should not be overlooked or considered solely an HR responsibility; it requires collective organizational commitment.

Offering a range of programs such as health screenings, insurance, gym memberships, healthy meals, mental well-being apps, counselling services, flexible work options, financial benefits, and other initiatives under the well-being umbrella is undoubtedly commendable. However, these efforts must continue to evolve while ensuring that the underlying Diagnoses and Possibilities outlined above are not overlooked. Open for you views and further deliberations.

#Wellbeing????????? #Mentalhealth? ???? #PhysicalWellbeing ? ???#FinancialWellbeing #SocialWellbeing #ObervationalViews #EmpiricalResearch #CoachInMe #Fitness

This article is the culmination of extensive observations, interviews, and discussions, incorporating both personal insights over the years and inspiration drawn from pre-published data by esteemed sources such as Deloitte, Great Place to Work (GPTW), the Josh Bersin Academy, SemosCloud.com, and Haiilo.com. All infographics and visuals featured in the article have been exclusively developed by the author.

For access to additional publications or to connect with the author, please reach out via:

LinkedIn: https://www.dhirubhai.net/in/vishal-bhagat-sh | Email: [email protected] | Phone: +91 9096000654

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