Almost two thirds of US employees (60%) believe that their company needs to ‘step up’ to enhance workforce wellbeing. 

In fact, findings from a recent Robert Walters poll established that 86% of professionals state that personal wellbeing has become ‘top priority’ – a stark contrast to what HR teams understood around staff morale and engagement pre-pandemic, of which pay, benefits, progression and culture seemed to be the main priorities. 

Over half of the workforce (55%) admit that they expect ‘more’ from their employer in regards to workforce wellbeing – but what does this look like, and what role does HR play in the matter? 

Embrace the Mindset Shift 

In a HR function it can take months or years for an initiative to have a real impact within a company – and so understandably it will be frustrating to be told that employees are not happy in the workplace and feel that their needs, particularly from a wellbeing perspective, are not being met. This means more work for you! 

Now is not the time to ignore this – in fact, three quarters of managers believe that their staff have become more outspoken on workplace wellbeing compared to three years ago. Employees have found their voice and it will not be silenced. 

The question from employees is no longer ‘what can I do for a company?’ Instead they ask ‘how can my company help me?’ And it is this mindset shift that HRs and leadership must also embrace – what can you actually do to empower and improve your employees lives both inside the workplace but also holistically. 

Avoid Tickboxes! 

Pressure is mounting as we continue to see companies accused of ‘wellbeing washing’ – the act of outwardly showcasing support for wellbeing awareness and mental health causes (such as via social media posts or celebrating awareness days) whilst not actively working to improve the wellbeing of their own workforce all year-round. 

In order for companies to avoid falling into this trap and ensure they are genuinely prioritizing employee wellbeing, consider: 

1. Prioritise aligning your actions with your words when it comes to employee wellbeing. 
2. Have a comprehensive wellbeing strategy in place that goes beyond just awareness days or social media posts. This includes providing access to mental health resources, offering flexible work arrangements, establishing employee resource groups focused on mental health, and creating a supportive and inclusive work environment. 
3. Regularly assess the effectiveness of your wellbeing initiatives and make adjustments based on feedback from employees.

By taking tangible steps to address employee needs and improve wellbeing, companies can ensure that their efforts are meaningful and impactful and demonstrate their genuine commitment.

Empower Self-Management 

Findings from the poll also revealed that over half (51%) of managers feel that employees are becoming more vocal when it comes to demanding instant change – with a further quarter (89%) claiming that employees are taking matters into their own hands so that they are in the driving seat. 

When asked how employees were taking action in order to manage their own wellbeing in relation to work, some of the most popular methods were: 

• Setting own work hours (36%)
• Choosing which days to come to the office (28%)
• Pushing back on workload (25%)

It is apparent from these findings that hybrid-based professionals value having autonomy in deciding the days they are in the office & setting their own work hours, which could help them avoid burnout or work-life imbalance. 

Practical and Affordable Strategies for Employers

1. Flexible Work Arrangements: empower employees to balance their work and personal lives effectively. Remote work options can reduce commuting stress and allow employees to work in environments where they feel comfortable and focused. While we are definitely seeing more of a push to return to the office, caution must be taken as to whether this is a positive or negative move for employees mental health and work-life balance.”
2. Support Mental Health: providing access to counseling services or employee assistance programs helps employees manage stress, anxiety, or other mental health issues. Training managers to recognize signs of stress and providing resources to support employees fosters an environment where mental health is prioritized and openly discussed, reducing stigma and promoting well-being.
3. Tangible Rewards and Incentives: provide employees with a concrete way to see the value of their contributions. Tailor rewards to suit individual preferences whenever possible to make them more meaningful. For example, some employees might prefer gift cards or bonuses, while others may value extra time off or opportunities for career advancement. Implementing a structured rewards program tied to specific goals or metrics provides clear expectations and motivates employees to strive for excellence.

Upscaling wellbeing interventions can be as easy and inexpensive as offering flexible work arrangements, access to mental health resources and fostering a supportive work environment where achievements are recognized and valued. Additionally, providing opportunities for self management, skill development and promoting work-life balance are essential for maintaining a healthy and engaged workforce.

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ABOUT THE AUTHOR

Emilie Vignon, Associate Director of Robert Walters USA

Emilie Vignon, Associate Director of Robert Walters California, has over 10 years of recruitment experience in both French and US markets. With a team of expert recruiters on the ground in LA, they specialize in connecting experienced professionals across a range of disciplines with California’s market leading enterprises, high-growth startups and dynamic financial services firms.