Is employee wellbeing my responsibility? 4 insights from our event
At a time when the dividing line between work and private life is increasingly blurred, this raises the question: where does the responsibility for wellbeing begin and end, for the employer and employee respectively? This critical reflection was a key theme at our annual conference on wellbeing at work. Were you unable to attend? Or perhaps you are interested in an overview of the key insights? Read this article in which we provide a recap!
Some highlights from our event
The undeniable ROI of a strategic wellbeing approach
Did you know that companies without long-term employee absences are 1.4 times more profitable? And that every euro you invest in wellbeing can yield a return between 2 and 14 euros? These and other facts from the World Health Organisation, which our CEO Ellen De Vleeschouwer shared, gave everyone pause for thought. Investing in wellbeing benefits employees, but also the profitability and growth of your business, in other words.
And don’t let the loss of productive days due to untreated mental health conditions such as burnout be the only motivation. “A structural wellbeing strategy contributes to a positive work culture in which employees remain motivated and loyal. By communicating visibly and regularly about wellbeing initiatives and creating a culture where people feel seen and supported, you lay the foundation for a healthy, successful organisation.”
“A good wellbeing culture with strong interpersonal relationships contributes directly to job satisfaction and ensures that employees stay with their employer longer.”
Cédric Velghe, researcher and Managing Partner of the Ghent spinoff The VIGOR Unit, stressed the importance of such a strategic vision. 30% of workers are currently at risk of depression or burnout. “A good wellbeing culture with strong interpersonal relationships contributes directly to job satisfaction and ensures that employees stay with their employer longer,” he explained. “But a healthy work-life balance is equally important. Working outside regular working hours can lead to stress and poor sleep. That is why I always tell employers to make clear agreements on reachability and invest in a lower workload where possible.”
Which key factors are really necessary to make an impact on employee wellbeing?
However, this takes time and there’s no need to implement major behavioural changes in one fell swoop, as we learned first-hand from Björn Prins (Itam). During his session on bridging the ‘knowing-doing’ gap, he suggested small, daily actions instead as these are much more effective for sustainable behavioural change. He also insisted on sharing responsibility for wellbeing. Björn showed a Venn diagram with three components that managers can use to develop a conscious organisation: ‘Cleaning up’, ‘Waking up’, and ‘Growing up’.
“Yes, organisations take the lead when it comes to supporting a climate that is conducive to safety and awareness,” he said. “But in the right environment, individual employees need to also work on making wellbeing more sustainable.”
“Yes, organisations take the lead but in the right environment, individual employees need to also work on making wellbeing more sustainable.”
Nancy Van Cauwenbergh, HR Manager of Hillewaere Group, also confirmed the importance of clear communication for high employee engagement. She discussed her journey with us on the path to a data-driven wellbeing policy in more detail. Want to know more? Read the case!
Create an office environment that promotes wellbeing
Katleen Vranckaert highlighted the importance of an office environment that encourages employee wellbeing. She introduced the concept of ‘holistic ergonomics’ that takes the workplace to the next level. This is achieved by paying attention to physical as well as social and organisational elements, such as bright light, energising colours, and perfect acoustics but also a warm working environment. Where people feel truly connected, where they feel that their work matters. The benefits you can expect? Increased wellbeing, higher productivity, less absenteeism, a close-knit employee culture, and a strong employer brand.
How to achieve this? Firstly, leader-led change is essential. Vranckaert explained how this helps to engage employees in a well-thought-through way and analyse their needs. Provide clear guidelines and etiquette and implement ways of working that are appropriate to concentration zones.
“Create a work environment that allows for different types of work and minimise negative distractions.”
“Remember to also create a working environment that allows for different types of work,” Vranckaert added. “Try to minimise negative distractions where possible. You can do this by providing inspiring spaces for meetings, brainstorming sessions, and focus groups. Finally, it is crucial that you demonstrate the functions of the furniture. That way, everyone can take full advantage of the environment.”
Put employees in charge of their own neuroplasticity
Promoting employee wellbeing in a sustainable way? According to Katelijn Nijsmans, CEO of How's Work, you can achieve this with a culture of intrapreneurship, where managers encourage employees to strengthen their neuroplasticity (the brain's ability to repair and restructure itself). Nijsmans distinguished three forms of neuroplasticity, but in the context of employee wellbeing, experience-dependent neuroplasticity in particular requires special attention.
Because you play a big role in this as a people leader. You can create an environment that encourages employees to learn new skills and change behaviour patterns, for example. However, this does require a culture where learning, experimentation and failure are encouraged as opportunities for growth.
“You don’t acquire skills faster through frequent repetition. Understanding the ‘why’ behind them is much more important."
At the same time, Nijsmans pointed out that, contrary to popular belief, frequent repetition does not make you or your team acquire skills faster. “Understanding your why is the key to real change,” she said. “So it's not just about the desire to grow. You also need to have a good idea of the deeper reason behind it. Once you have defined your ‘why’ in focus, you give your brain a purpose, a direction – which allows you to make new connections and break behavioural patterns in a sustainable way.”
Strategic employee wellbeing impacts virtually all business activities
The last speaker was Professor Jan-Emmanuel De Neve, director of the Wellbeing Research Centre at Oxford University. He cited several studies, confirming what Ellen De Vleeschouwer and Cédric Velghe had said earlier: employee wellbeing has a directly measurable effect on productivity and business results.
His research with British Telecom illustrates that happy employees are demonstrably more productive. Employees who feel good can sell 12% more on average, compared with less satisfied colleagues. Side note: this effect is especially significant in jobs that require a lot of social and emotional skills. E.g., in client-facing roles, for example.
“Satisfied employees stay longer, which reduces staff turnover and recruitment costs.”
But the impact of the strategic wellbeing approach extends much further. The link between wellbeing and talent recruitment and retention is also worth mentioning. De Neve found that candidates prefer to apply to companies known for their focus on wellbeing, which is apparent on platforms such as Glassdoor and Indeed. “Satisfied employees stay with your company longer, which reduces staff turnover and creates a stable working environment. This in turn indirectly reduces the cost of recruiting and training new staff,” he explained at our conference.
Companies that invest in the wellbeing of their employees also perform better on the stock market. They achieve demonstrably higher profits. “Companies with high wellbeing scores (according to employees) achieve better financial results, such as higher assets and profits,” De Neve reminded his audience.
“Rather than thinking of wellbeing as a ‘soft value’, we should see it as a strong strategic tool for sustainable success.”
While many people leaders acknowledge that wellbeing can be beneficial, only a third of them really make it a strategic priority. De Neve's research shows that managers often focus on customers and revenue rather than employee wellbeing. “Rather than thinking of wellbeing as a ‘soft value’, we should see it as a strong strategic tool for sustainable success.” I encourage employers to put wellbeing at the heart of their work, because the benefits include more than just satisfied employees,” he concluded.
Ready to put employee wellbeing on the agenda as a strategic tool?
