Research Update: What we know about workplace wellbeing

So, when it comes to workplace wellbeing initiatives or programmes, workplace leaders should consider a holistic approach to the health and wellbeing of their teams that is considerate of the individuals’ needs. Our approach focuses on personal, interpersonal, vocational and financial wellbeing – see diagram. Workplaces that encourage people to focus and prioritise these elements of their personal wellbeing are critical to people thriving both personally and at work. This might range from encouraging people to leave on time to having regular breaks from sedentary work. Ensuring the workplace is a healthy environment where workers are encouraged and supported, have opportunities to find balance in their lives and enjoyment in their work also contributes to workers’ mental wellbeing.

Seven of the top ten blockers to thriving organisations are directly related to leadership.

Culture

We wanted to test how important culture and values alignment so, in our worker survey, we pitted it against other important factors in the workforce, to see which, on the whole, workers valued more. We asked the question: ‘When looking for a place of employment, which matters most to you: the organisational culture and values alignment or the conditions, earnings and salary package?’. Amazingly, for more than half of all workers (58 per cent) organisational culture and values mattered more than remuneration. While workplace culture is important for all workers regardless of age, our research showed it is key to attraction and retention for the emerging generations.

Culture can be quite complex to understand and difficult to communicate. It involves meaning and purpose, both of which are significant contributors to wellbeing and a sense of fulfilment. In our worker survey, 57 per cent strongly or somewhat agreed that they find purpose and meaning in their work. Similarly, 54 per cent strongly or somewhat agreed that what they do for work is making a difference in people’s lives. While these are positive findings, it also indicates that just under half of workers do not find purpose and meaning in their work or feel as though what they do for work is not making a difference in people’s lives. When asked whether efforts are made to help people find purpose and meaning in their work, one-in-two workers (50 per cent) strongly or somewhat agreed. Clearly, work still needs to be done in our organisations.

Human beings are social creatures, and our interpersonal wellbeing is essential to thriving at work. A sense of belonging and connection with others correlates with higher self-esteem, greater life satisfaction, faster recovery from disease, lower levels of stress, less mental illness and a longer life. Therefore, research suggests that, more than just what you’re doing at work, it’s who you’re doing it with and why you’re doing it that contributes to overall engagement and wellbeing.

Barriers to work wellbeing

Just as fantastic opportunities are there for workplaces and leaders to prioritise the wellbeing of their teams, so too are barriers that need to be overcome so people can thrive and flourish. In our worker survey, we asked: ‘In your workplace, which of the following are blockers to you thriving at work?’. The biggest blocker was being overworked and stressed (31 per cent), followed by management structures and hierarchy (28 per cent) and leadership

(26 per cent). Seven of the top ten blockers to thriving are directly related to leadership, and even the remaining three – general culture, fellow co-workers and job insecurity – can be significantly shaped by leaders. This study showed that, in one word, the biggest blocker to workplace flourishing is leadership.

For more than half of all workers (58 per cent), organisational culture and values mattered more than remuneration.

Our research also showed that a significant barrier to workplace wellbeing is a focus on return on investment. Leaders do need to focus on outcomes and financials for their organisation to exist, but if that is the only thing they focus on it can lead to demotivated, uninspired and disengaged workers.

Great leaders build teams that deliver results, and because they prioritise wellbeing, their performance is sustainable rather than short term. These leaders aren’t driven by fads but by a compelling vision of their future.

In summary, work wellbeing exists where people are championed above profits, where the culture is aspirational and inspirational, not just transactional, and where there is a compelling passion for societal good rather than personal gain. And it also exists where leaders are focused on creating a community of customers, clients and teams.

Note: This article refers to research from three surveys: two conducted in 2019 and one conducted in 2020. The first involved 1,160 respondents and the second 1,001 respondents. For these surveys, respondents were aged between 18 and 65 years and were employed or self-employed. The third survey was conducted in 2020 and involved 1,002 New Zealanders, nationally representative by age, gender and region.

Ashley Fell, along with Mark McCrindle, is the author of Work Wellbeing: Leading thriving teams in rapidly changing times. She is a sought-after speaker, social researcher and the Communications Director at McCrindle, which helps leading organisations gain a clearer picture of what they can do to make a difference in their teams. Work Wellbeing: Leading thriving teams in rapidly changing times is available at all good bookstores and online at www.workwellbeing.com.au