What is changing?
Companies are now well-versed in the challenges of working from home, particularly when it comes to employee health and wellbeing. But with so many companies changing the way they work as a direct result of COVID, these issues are unlikely to go away any time soon.
How will this impact you?
Issues that emerged from the pandemic - like stress, poor colleague engagement, or negative mental health - continue to be major concerns. As we enter the next phase of the pandemic, developing an informed strategy on how to adequately support employee wellbeing is something that must be considered in parallel with any structural changes to your business. Failing to consider the wellbeing of your workforce could have a negative commercial impact – the result of decreased productivity and lower motivation.
What do you need to do about it?
Tackling wellbeing as a tangible indicator for your organisation’s resilience and commercial longevity is paramount to success.
1. Communication is key: Communicate the importance of wellbeing as a strategic and commercial imperative at top levels of management in order to drive positive behaviours throughout your organisation. Poor leadership in a time of crisis (as well as when you’re navigating towards the end of it) is directly linked to poor commercial performance – leading to feelings of demotivation and less desire to work as part of a team. Embedding a network of leaders with values that demonstrate real empathy for all levels of your organisation will be key to revitalising morale and keeping everyone on the same page.
2. Data-driven tools: Deploying data-driven tools and strategies to measure employee feedback will help to generate KPIs that are aligned to your organisation’s stance around wellbeing - from employee engagement scores, to private medical insurance referral statistics, to absenteeism rates. And used alongside well-established tools like employee surveys or interviews, this will form a picture of the overall health of your organisation, and ultimately allow you to translate employee wellbeing into areas for action and attention. There may be common themes, but the experiences of your workforce won’t all be the same.
3. Implementation: Once you have measured and identified your areas for improvement, it’s important that you frame any follow-on actions in a way that treats wellbeing as a capability to be learned and maintained. Offering practical interventions based on the feedback gathered - like stress management workshops, or changes to remote working policies - is a promising first step, but implementing the right processes and governance to evaluate the success of these actions is crucial to your wellbeing strategy. The approach here cannot be a static one-off exercise, but instead an opportunity to build a cycle of feedback in pursuit of better organisational health.