One way the pandemic impacted workplaces is it amplified the significance of well-being at work.

 

Many employers have brought in excellent resources that support team members’ emotional, financial and physical well-being. However, while such resources are necessary, relevant and useful, it’s simply not enough.

The recently published Manulife Wellness Report shows 48% of employees are experiencing at least one work-related mental health risk factor. Multiple elements of the workplace are sources of stress fundamentally impacting an individual’s well-being. When these workplace factors remain unaddressed, investments in wellness programs and resources are compromised.

So what do we do?

In addition to supportive programs, we need to take a design approach. Such an approach considers how a workplace is intentionally designed to foster flourishing.

 

The Mental Health Commission of Canada identified 13 factors of psychological health and safety in the workplace. It’s no coincidence looking at wellness through this lens also brings us to many of the same factors impacting employee engagement. So why not start by taking action in these areas?
 

Recommended Actions

To adopt a design approach, we recommend three actions.

1. Scan for workload issues and address them.

To be clear, workload issues should not be confused with work that is free of obstacles or offers no challenge. Rather, it means ensuring workloads:
a. reflect a shared understanding of what success looks like,
b. are based on timelines that consider input provided by those who must do the work, and
c. focus on the “critical few” deliverables which are essential, not simply “nice to do.”

2. Foster respectful and positive relationships between leaders and team members.

This happens when:
a. team leaders have both the ability to coach and the capacity in their workday to do so,
b. one-on-one and team meetings are productive, engaging and don’t waste people’s time, and
c. team leaders genuinely care about, and are interested in, each team member.

3. Ensure cross-functional relationships are collaborative and respectful.

This is characterized by:
a. leaders setting the example in supporting their peers and expecting their teams to do the same,
b. peers who are skilled in having discussions that clarify decision-making authority, and
c. cross-functional and project teams who are skilled in having candid, respectful discussions, especially on challenging issues.

 

Next Steps

To provide a workplace where employees can truly flourish, adopt a design approach and start with the above-noted actions. Ignoring stress-compounding workplace factors negates an organization’s investment in wellness programs and resources.

Not sure where or how to begin? We specialize in optimizing employee well-being and performance. We’d love to show you how you can protect your investment in employee wellness and increase human capital in your organization.