Employee Well-Being Is Everyone’s Responsibility

And getting it right starts with empathy

In late 2019, I fell into a depression. Some days, it was hard to get out of bed. I wouldn’t wish my experience on anyone, though I know I wasn’t alone.

Just in the last year, 3 out of 4 U.S. workers reported experiencing symptoms of depression, anxiety, or burnout.
 

As an employee experience practitioner, I was in a dilemma. I felt a duty to show up to work every day with a positive attitude and take care of my organization. But energy and enthusiasm were hard to come by, and it started to affect my work. So, I decided to tell my boss about my condition. This wasn’t a therapy session. I told her objectively what was going on to explain my recent behavior. She was supportive and told me to take the time I needed to get better.

Outside of work, I used my medical benefits and sought professional help. I started to recover in March 2020, right before the Covid-19 pandemic sent the United States into lockdown.

The pandemic undoubtedly impacted how organizations and employees perceive and value well-being in and out of work. Sixty-six percent of employees surveyed in the 2022 Edelman Trust Barometer Trust in the Workplace study said they are unwilling to sacrifice mental health or personal well-being for career advancement and higher pay. The same report found that less than half of employees feel their employer is taking burnout seriously. Earlier this year, U.S. Surgeon General Vivek Murphy released a report on workplace well-being – the first time such a report has been issued by the Surgeon General’s office.

With well-being top of mind across organizations, many leaders have asked HR to address the issue – but this is a mistake. Improving employee well-being will only happen if everyone across the business, at all levels, takes responsibility. This includes HR and leadership, managers, and the individual.

Here are a few best practices for colleagues that are ready and willing to prioritize well-being and lead with empathy:

HR and Leadership

HR and company leaders have the authority to set employee listening strategies and company policies. Review your company survey and consider adding questions about well-being, but only if you’re prepared to address the answers you receive head-on. You won’t solve your company’s well-being challenges overnight but be prepared to acknowledge the results publicly and take small steps toward improvement.

Employees Want to Know They’ve Been Heard

Form a well-being committee comprised of senior leaders and take insights from your company survey to create a well-being charter. Set measurable goals, such as reducing burnout or increasing well-being, and develop objectives to move the needle. Take large and small actions, such as adding well-being or mental health days to your benefits plan, allowing employees to sign off early, or rolling out flexible scheduling.

The foundation of well-being is empathy. Leaders must be able to connect with themselves and others to understand the people they lead. Organizations can flex that muscle by training leaders in empathy and all areas of emotional intelligence (EI). Empathy can only be built through the strengthening of foundational EI skills such as self-awareness and self-management. One of my favorite programs. EI program is Search Inside Yourself, a science-based interactive workshop that started at Google.

Managers

Managers are the most influential drivers of an employee’s experience at work. As a manager, small actions taken with your team members can reap huge rewards towards increased well-being. For example, checking in with your team or direct reports at the top of a meeting provides a space to transition and connect with each other. At the top of a recent call, one of my clients asked her team a simple question about personal goals they want to accomplish over the following month. Her team lit up and engaged in a vibrant conversation before shifting to the meeting agenda. The exercise changed the energy in the room and led to a productive and collaborative meeting.

During one-on-one meetings, try asking variations of “how are you?” such as “how are you arriving right now?” or “what’s top of mind for you at this moment?” Sometimes employees need 30 seconds to air grievances or transition from one meeting to the next. This exercise opens space for connection and a more honest, meaningful discussion. I recently did this at the top of a one-on-one, and it changed the tenor of what’s usually a transactional meeting. I left the conversation with energy that carried me throughout the day.

Checking in demonstrates empathy in action, and you can try it starting today.

Individuals

Finally, individual employees must take responsibility for their own well-being to the best of their ability. While it’s easy to get caught up in the day-to-day rhythm of work, employees can create simple structures and boundaries to best support and take care of themselves. For example, scheduling short breaks in your calendar helps dedicate time to recharge. I do this, and to be honest, I often work through them. Even so, on days when I take a few breaks, I notice a positive shift in my mood and productivity.

Set transparent expectations with your manager around your availability and when you need to sign off for the day. One of my colleagues, a superstar in the company, sets clear boundaries with her manager. Though she does not work typical work hours, her output is impressive, and I’ve always admired her presence and work ethic.

It is also important to remember that not all employees can set boundaries or have flexibility with their schedules. Frontline workers can take small steps towards increased well-being by using breaks intentionally. Corporate leaders can help by encouraging these employees to do something that’s nourishing, like going for a walk outside or calling a loved one.

Addressing workplace well-being can save companies $322 billion worldwide. But we should seek to increase employee well-being not only to help the bottom line but because it’s the right thing to do. Well-being impacts not just the individual or their performance but those around them – team members, family members, friends, and loved ones. Emotions are contagious, and positive well-being can spread in and outside the workplace.

Back in 2020, I was able to pull myself out of my depression. But I didn’t do it alone. I was fortunate to work for a manager and a company that prioritized my well-being and led with empathy. Companies can and must start making small changes that shift the responsibility of well-being to all levels of the organization – it’s an imperative that will enable both people and companies to thrive.

Author Bio

Jared Taylor is Vice President of Employee Experience at Edelman. Connect Jared Taylor