Employee well-being is not a new topic in the workplace, but it has become increasingly difficult to facilitate in recent years. Today’s organizations must address the effects of the modern always-on culture, which continues to blur the lines between professional and personal life, as they seek to effectively enhance the overall well-being of their employees. Those seeking the benefits that come from having a healthy and engaged workforce must find ways to help employees address the record levels of anxiety that threaten to impact their productivity.
 

The good news for organizations is that today’s employees are very interested in employee well-being. In fact, a recent survey found that 92 percent of workers say it is very or somewhat important that their employer supports their emotional, psychological, and mental well-being. Consequently, organizations that provide well-being programs can expect employees to take advantage of them.

That leaves organizations with the challenge of providing programs that will truly be impactful. The following are some of the key factors organizations must consider as they strive to develop programs that can facilitate the future of employee well-being.

The Future of Employee Well-Being Is Holistic

The history of employee well-being has typically involved initiatives focused on one particular issue. When Employee Assistance Programs became more popular in the late 1970s, for example, programs focused on helping employees address alcoholism were widespread. In the early 2000s, helping workers stop smoking became a focus of many well-being programs.

But as attitudes toward well-being have evolved, it’s become clear that a more holistic approach is needed. Focusing on only one element ignores the interconnectedness of all of the elements that make up our overall well-being.

Our emotional well-being can have an impact on our physical well-being. How we feel about our finances can impact our mental state. Organizations that don’t take an integrated approach to employee well-being will most likely find themselves focused on symptoms of well-being rather than root causes.

A holistic approach is also a more comprehensive approach, which makes it easier for programs to evolve with culture. By focusing on foundational elements — physical, mental, financial, social, emotional, and spiritual health — organizations establish a healthy base they can build from as new needs arise. For example, if a downturn in the economy creates widespread financial stress in the workforce, organizations that already have programs supporting financial well-being can adjust them to support the new struggles employees may be facing.

Holistic programs can also better respond to the evolving needs of individual employees. If an individual employee experiences a traumatic event, such as the loss of a loved one, organizations with well-established mental health support programs will be able to quickly step in and provide support.

The Future of Employee Well-Being Is Personalized

Every business engaged in today’s marketplace, regardless of the product or service offered, has been forced to deal with the rise of personalization. Consumers now expect companies to acknowledge and meet their unique needs, and experts say those expectations for personalization will only grow as we move into the future.

The future of employee well-being will also be marked by personalization. One-size-fits-all programs won’t connect. Organizations will need to give more agency to their people, giving them control over what type of support they engage with and how they access it.

As organizations seek to meet the need for personalization, they’ll be turning to technology more than ever. Artificial intelligence provides the capability to assess an employee’s unique needs and quickly construct a personalized well-being plan of action. One can envision platforms in the future monitoring employee well-being through wearables that track biometrics and using the data to provide personalized, real-time recommendations to help them thrive in their work roles.

The Future of Employee Well-Being Is a Partnership

Today’s society has put a spotlight on well-being. Research in the area has increased, and its findings are more widely reported than ever before. Consequently, employees are more aware of the importance of well-being.

To respond to this shift, organizations must see employee well-being as a partnership with their people. They have a responsibility to educate and provide support. However, the programs they offer should be developed with input and ongoing feedback from employees.

Including employees in the development process ensures the outcome will be valuable to them. Establish listening sessions that explore where people have needs. Provide platforms where people can submit feedback — and make it a priority to respond to that feedback. Approaching well-being as a partnership will help organizations to be aware of the unique needs of their teams, which makes it less likely that programs will go unused and money will be wasted.

A commitment to continuous improvement should also be a mark of the well-being of the future. If programs are truly empowering for employees, they will help them to move through phases of well-being. By evaluating needs on an ongoing basis and adjusting programs as needs evolve, organizations can ensure programs continue to have an impact.

Resilience is often cited as one of the most important qualities for organizations to have as they move into the future. Investing in employee well-being is one of the best ways to build that resilience. By providing support that empowers employees to be at their best in all areas of their lives, organizations build a workforce that is able to engage, adapt, and overcome whatever challenges the future holds.

Author Bio

Mark Edgar is the Chief People Officer at Wajax.

Error: No such template "/CustomCode/topleader/category"!