The future of employee well-being has discovered the spotlight in recent years for organizations seeking to retain talent and foster innovation. In 2008, research showed that conflicts cost companies 359 billion dollars (CMOD, n.d.). Imagine what the cost is today! This highlights the need for organizations to prioritize looking at various methods of well-being of their workforce.
 

Contemporary shifts in workforce demographics and the structure of work have led to a growing emphasis on understanding the impact of workplace practices and resources on employee well-being (Pitt‐Catsouphes & McNamara, 2019).

While many companies may not have the resources to have a counselor or coach on staff to assist employees with well-being, there are other options that companies can look at.

If we are to look at workplace well-being, we ought to consider the five dimensions that impact a person: physical, mental, social, emotional, and spiritual well-being. In looking at these, there ought to be training for managers and HR staff in trauma-informed practices to create a sense of safety and belonging among employees (Rajashekar & Jain, 2023).

Many employees come to work with traumas of systemic abuse, racism and ableism, to name a few. When those in leadership roles do not understand these dynamics, they can cause more harm, which can impact retention, innovation and reputation.

Let’s use the example of systemic ableism and how trauma-informed might look. In this, let’s also look at a real-life example of what it costs a company because they chose to discriminate.

Think about being called into an office with two people randomly who hold the power of your job and being asked about your reasonable accommodation. Would you not feel a little intimidated?

But think about getting an email saying, “We are glad you are here. There are a few things we need clarification on regarding your reasonable accommodation.”

Would you feel more welcomed and safe?

One is intimidating and not caring about your well-being, while the other is being trauma-informed, making sure communication lines are open by setting the stage for a safe space to discuss something that isn’t easy to talk about.

In February of 2024, there was a discrimination case where platinum won $1.675 Million. The company refused to interview a deaf individual. The company did not understand that by refusing the qualified individual equal opportunity, they created more trauma with systemic ableism (EEOC, 2024). They also cost their company millions of dollars. This is just one example of why it is so vital to invest in the education of the future of employees' well-being.

It is not only about educating those hiring so your company understands the law but also about giving them the skills to avoid causing harm to others and your business.

Research has shown that organizations that focus on a healthy, inclusive culture and effective human resource management practices see improved employee well-being and performance (Panneerselvam & Raya, 2013). Ways companies can show they have a healthy culture are flexible work options, strong leadership, and a culture of learning and growth have been linked to better mental and physical health outcomes for employees (Pitt‐Catsouphes & McNamara, 2019).

When bullying isn’t tolerated, and strong social connections are encouraged, this creates a sense of belonging in the workplace, which is also a key factor for employee well-being and engagement. By having trauma-informed practices that promote safety, trust, choice, collaboration and empowerment, organizations can create a sense of belonging that supports employee retention and innovation. (Panneerselvam & Raya, 2013) (Pitt‐Catsouphes & McNamara, 2019) (D’Angelo et al., 2022)

In conclusion, the future of employee well-being must be centered on the intersections of belonging and training around trauma-informed practices, which ignite innovations and leave retention behind in the dust, creating win-win outcomes for all parties involved.

References

1. CMOE. (n.d.). Workplace conflict costs.
2. D’Angelo, C., Gazzaroli, D., Corvino, C., & Gozzoli, C. (2022). Changes and Challenges in Human Resources Management: An Analysis of Human Resources Roles in a Bank Context (after COVID-19). In Sustainability (Vol. 14, Issue 8, p. 4847). Multidisciplinary Digital Publishing Institute.
3. Panneerselvam, S., & Raya, R. (2013). The healthy organization construct: A review and research agenda [Review of The healthy organization construct: A review and research agenda]. Indian Journal of Occupational and Environmental Medicine, 17(3), 89. Medknow.
4. Pitt‐Catsouphes, M., & McNamara, T. (2019). Quality of employment and well-being: updating our understanding and insights. In Edward Elgar Publishing eBooks. Edward Elgar Publishing.
5. Rajashekar, S., & Jain, A. (2023). A Thematic Analysis on “Employee Engagement in IT Companies from the Perspective of Holistic Well-being Initiatives.” In Employee Responsibilities and Rights Journal (Vol. 36, Issue 2, p. 165). Springer Science+Business Media.
6. U.S. Equal Employment Opportunity Commission. (February 8, 2024). Jury awards $1,675 million in EEOC disability discrimination case against McLane Northeast.

Author Bio

Nicole Shir is a dynamic speaker, trainer, consultant, and coach. With degrees in Conflict Resolution and Industrial-Organizational Psychology, she empowers individuals and organizations to thrive. Nicole has done 3 TEDx Talks. Her expertise lies in fostering belonging, diversity, and trauma-informed practices. By unlocking the power of human connection, Nicole creates high-performing, inclusive teams. For more information, visit www.theneedslanguages.com.

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