Promoting Employee Wellbeing
A description of employee well-being, the benefits of promoting employee well-being, and four varied suggestions on how to accomplish greater well-being in the workplace.
1. Employee Wellbeing
1.1. "The holistic state of an individual’s physical, mental, and emotional health at work. It encompasses factors like job satisfaction, stress levels, and work-life balance" (Wren, 2024).
2. Benefits
2.1. To the Individual
2.1.1. According to the World Health Organization, "decent work supports good mental health by providing a livelihood; a sense of confidence, purpose, and achievement; an opportunity for positive relationships and inclusion in a community; and a platform for structured routines, among many other benefits" (World Health Organization, 2024).
2.2. To the Organization
2.2.1. Evidence suggests that "higher employee wellbeing– typically measured in terms of job satisfaction (a cognitive, evaluative judgement)– is associated with higher morale, which, in turn, leads to higher productivity" (Krekel et al., 2019).
3. Method 1: Feedback Loops
3.1. Feedback loops are "a structure that directs information and support to implement to staff and then sends information about successes, barriers, and needs to organizational leaders to use to improve supports" through the use of "Champions" who are specifically trained in this method (Reed et al., 2024).
3.1.1. "This strategy is an effective way to include frontline staff voice and build connection and trust between leaders and staff to combat burnout in health and human services settings" (Reed et al., 2024).
4. Method 2: Well-Being Benefit Programs
4.1. The Society for Human Resource Management (SHRM) reported data from a 2021 survey that found "66 percent of employees felt better about their employer after using a well-being benefit. 60 percent said mental health benefits will factor into selection of their next job" (Miller, 2021).
4.1.1. The most commonly requested benefits include a system for tracking employee goals, employee-specific development plans, health-maintenance programs, and referal programs for substance abuse disorders or mental health concerns (Miller, 2021).
5. Method 3: Social Support
5.1. Work groups are one way of increasing feelings of social support, which in turn can lead to a reduced risk of hypertension, less stress, and higher work satisfaction ratings (Taylor, 2008).
5.1.1. Work groups are effective because "just perceiving oneself to be part of a workgroup can be an important source of social support. The feeling that everybody is behind the group goals can help lead to a sense of empowerment" (Taylor, 2008).
6. Method 4: Employee Reward and Recognition
6.1. A fairly executed reward and recognition program leads to higher employee engagement. A meaningful program will include “a feeling that one is receiving a return on investments of one’s self in a currency of physical, cognitive, or emotional energy” (McManus & Mosca, 2015).
6.1.1. "Rewards must be tailored to individual needs in order to create the perception of meaningfulness. While some employees may crave open recognition, others may be motivated by additional responsibilities, autonomy, flexible working schedule or advancement opportunities" (McManus & Mosca, 2015).