Wellbeing,
matters.
understood.
transformed.
Workplace wellbeing, a global priority.
We spend a third of our lives at work and if affects every aspect of our lives. So it’s in everyone’s interest to make the work environment a healthy and happy place to be – where as people we not only strive, but thrive.
The World Health Organisation defines healthy, safe and resilient workplaces as those in which people can perform their roles:
- without getting sick or injured
- with opportunities to enhance their physical and mental health and social wellbeing
- while preserving harmony with nature and being protected in case of disaster in the community
They go on to state that for all workers, safe and healthy working environments are not only a fundamental right but are also more likely to improve work performance and productivity, improve staff retention and minimise tension and conflict.
I have used therapy numerous times years ago, but [my Lena therapist] was different and just ‘got me’. [They were] so kind and caring and compassionate. [They] taught me to love myself and life again.
CIPD research.
The Chartered Institute of Personnel & Development (CIPD) has been undertaking their ‘Health and Wellbeing at Work’ survey for 20+ years. It provides benchmarking information and analysis on current and emerging organisational health and wellbeing practices. While the findings are based on UK data, the broader trends and implications should be of interest wherever you are based.
Their 2023 survey revealed that:
Stress and mental health require continued focus
76%
(76% reported some stress-related absence with heavy workloads and management style most commonly to blame).
Presenteeism and leaveism remain widespread
87%
(87% observed presenteeism (working when ill) over the last year and 63% observed some sort of leaveism, eg working outside contracted hours).
Evaluating the impact of health and wellbeing activity helps to improve outcomes
48%
(48% have a feedback loop to improve their wellbeing programme but only 27% critically assess the quality of wellbeing outcomes for employees who participate in activities/interventions).
Over half of organisations now have a health and wellbeing strategy in place
53%
(53% of organisations now have a stand-alone wellbeing strategy and 69% reported that senior leaders have employee wellbeing on their agenda).
Key takeaways:
- Employee sickness absence is at the highest level CIPD has reported for over a decade.
- Mental ill health and musculoskeletal injuries are two of the top causes of both short-term and long-term absence (similar to previous years).
- There’s variable support for wellbeing issues (menopause/pregnancy loss/men’s health/etc) through the employee lifecycle.
- Line managers need more training and support as more than half of organisations say they take primary responsibility for managing absence (lack of line manager skills and confidence is the most common challenge for employee wellbeing and ‘management style’ remains among the top causes of stress related absence).
Deloitte research.
Concern for children’s mental health
46%
46% of working parents are concerned about their children’s mental health, costing UK employers £8bn annually due to impact on performance, taking time off work, or leaving their roles.
Increased burnout
63%
63% of respondents are experiencing at least one characteristic of burnout (feelings of exhaustion, mental distance, and declining performance), an increase from 51% in 2021.
Key takeaways:
- Poor employee mental health costs UK employers £51 billion a year.
- But for every £1 spent on supporting the mental health and wellbeing of their workforce, employers get (on average) about £4.70 back in increased productivity.
Role of employers.
Given the rise in reported mental health issues over the past 10 years, coupled with the ongoing impact of:
Covid, Brexit, the Cost-of-Living Crisis, and the well-documented pressures on Health & Social Care
there’s a growing recognition of the need for employers to address the psychosocial, as well as the physical, aspects of health and wellbeing.
CIPD recommends that organisations adopt a holistic approach and that as a minimum they should:
- Provide employees with direct access to sources of help such as, an Employee Assistance Programme (EAP), access to counselling, and to Occupational Health (OH) services.
- Provide ongoing guidance and training to line managers so they can appropriately support their teams (collectively and individually).
- Support and encourage employees to have an understanding of the importance of self-care, and of following a good self-care routine.
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