Work well-being is undeniably a priority for any resilient organisation as it is directly proportional to work productivity and the reputation of the organisation. Recent research has found that 68 % of senior HR leaders rated employee well-being a top priority.

To promote work well-being, numerous efforts have been placed by organisations through their wellness programs and employee engagement initiatives. Yet as employees, all of us have, at some point, witnessed burnout, stress, withdrawal, exclusion, and lack of motivation at work.

In our opinion, going to work without experiencing any negative feelings is a simple indicator of work well-being. If employees fail to experience positive or at least neutral feelings toward their work, there is a problem.

We offer five strategies for promoting employee well-being, which are key determinants of a resilient organisation.

1. Create culture

As demands of contemporary global work environment are in constant flux, employee expectations are also changing. This calls for innovative and creative solutions, and new approaches. A truly successful resilient organisation must begin with the bigger picture of culture in mind: the norms, values, assumptions and a belief system shared among all employees. Without such shared culture organisations may instead face a disorganised mix of ineffective practices, which will not contribute to overall well-being of its employees. (Brower 2021.)

2. Promote inclusion

It is said, that diversity is a reality, inclusion is a choice (O’Neil Green 2014). An inclusive organisation values differences, rather than merely tolerates them. Unfortunately, despite all efforts, organisations still have a long way to go to promote inclusion.

A resilient organisation ensures that none of its employees feels excluded or marginalized. It also provides equal opportunities to its employees irrespective of their backgrounds. The management must be aware of the unconscious bias, prejudice, and ethnocentric orientations of its managers.

3. Create a sense of community and connectedness

People need community and opportunities to engage. The workplace can create opportunities for people to come together, connect, build relationships and nurture networks. A sense of belonging is not created just by being with people, but by creating an environment where employees can have a common sense of social identity and positive mutual dependence. This can be achieved, for example by being engaged whilst completing common tasks.

Resilient organisations must ensure that employees feel a sense of belonging with their colleagues. This can be achieved by encouraging both managers and team members to check in regularly with each other by developing a habit of reaching out and making connections.

4. Build positive employee experience

Employee experience is a feeling that employees feel towards their work. It has a great impact on the organisation’s success. It is no wonder, therefore that 44 % of HR leaders wish they could invest more in employee experience (O’Neil Green 2014).

Employee experience is personal and subjective, and it should be customised to the situation of the employee and their family. A positive employee experience combines employee well-being, a strong corporate culture, flexibility in work and community spirit.

In the post-COVID-19 period, one of the most commonly discussed topics has been flexibility in work. Some workers have returned to physical environments, but many professionals still want to work remotely. Finding a balance between face-to-face and remote work is crucial. It is important for the employees to have a positive attitude towards their work and workplace, resulting in positive employee experience.

5. Offer the right support for personal development

Our constantly changing and developing work environments, demand constant development of employees’ skills and knowledge within an organisation. Whilst often seen as an extra burden, with the correct approach and mindset this so-called ‘demand’ can be seen as an opportunity for supporting an individual’s well-being on many levels.

For example, an organisation could allocate sufficient time and resources for appropriate training of its employees as part of their working hours. This provision can be received by the employees more as an opportunity and a bonus, perhaps even a welcome break from their day-to-day duties.

With the correct show of support, encouragement and justification, such opportunities can potentially show the employees how valued they are, and how the employer wishes to invest in them.

Furthermore, certain training and development events could also be a means to further promote internal relationship building, through joint training participation situations, and perhaps even skill-sharing opportunities. Giving such opportunities in the right manner within an organisation, employees may truly recognise and appreciate how personal development can be integral to their feeling of self-worth and overall well-being.

The benefit of strong recruitment power

The road to becoming a resilient organisation is not easy. Our strategies for promoting employee well-being require time and commitment from all organisational levels. However, if implemented correctly the benefits can be enormous.

One such benefit could create an improved recruitment power of an organisation. Employees are drawn to workplaces where they are given a clearly defined shared belief system and where they feel valued versus merely tolerated. Additionally, high on an employee’s wish list is an environment where they can connect and build relationships with a boss that offers work flexibility, and ample opportunities for personal development.

How would you rate your own organisation on the subject of well-being? Can you find evidence of our five strategies?

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