The start of a every quarter offers organisation leaders, HR and wellbeing people the unique opportunity to put in place strategies that set their business up for success in the year ahead.
In Australia, the landscape of work has experienced significant changes in the past couple of years with the COVID-19 pandemic changing the way we work. The Australian Bureau of Statistics (ABS) reported that the number of people who worked from home all or most days was twice as high than the start of the pandemic in March 2020. The ABS has also reported an increase in the demand for flexible work arrangements with 88% of Australian workers stating that they prefer to work from home and 60% preferring a hybrid work arrangement.
Flexible work has resulted in employees who are more engaged than those on site, contributing to higher performance and productivity.
The 2023 State of The Future of Work report also found that employees who had access to flexible work options were:
- Less exhausted
- More motivated at work
- Had more time to complete tasks
The global shift towards remote and hybrid work highlights the need for organisations to create work environments that align with employees’ work styles. It is reported that 22% of employees feel burned out very often or always in comparison to 35% of employees whose schedule is misaligned with their preferences.
In this evolving landscape, organisation leaders remain at the forefront of supporting and modelling practices to help sustain an engaged and productive workforce.
Actionable Steps to Enhance Employee Wellbeing
Wellbeing Programs
The last few years have shed light on the importance employee wellbeing has in helping organisations achieve their goals. However, most corporate wellbeing programs and services fall short because they simply do not address the needs of employees.
“Managers must not only understand what programs are available, they must also be trained on how to talk to employees about their well-being.” – Jeremie Brecheisen (HBR)
Basically, it is not necessarily the responsibility of the employer or leader to solve wellbeing or burnout but in many states, territories and countries – this does vary from place to place and is ever changing but it is a social and sometimes even a OHS/WHS obligation to facilitate the mental and psychological hazards or needs of their team members.
The number of employees who believe their organisation cares about their wellbeing has fallen to the lowest level in a decade, highlighting the need for managers to facilitate more open conversations with their employees.
Research shows that organisations experience higher customer engagement, profitability, productivity, reduced turnover, and fewer safety incidents when employees feel like their wellbeing matters.
Workplace Flexibility
Expectations have changed over recent years with many employees valuing more flexibility and autonomy. This has created a different set of challenges for managers in effectively communicating with and coordinating teams.
Establishing clear guidelines for employees on where, when and how they work is key to fostering autonomy without compromising on productivity.
Organisations also have a responsibility to provide education and training that supports managers in navigating remote and hybrid work to reduce the risk of burnout.
Leading By Example
Managers play a major role in influencing employee wellbeing – even if they might not recognise it themselves.
Wellbeing practices are often learnt and adopted by those around us. Leaders within organisations can help improve employee wellbeing by modelling proper practices such as implementing boundaries, making time for movement during the workday and making conscious food choices.
By embracing a culture that values and supports mental and physical health, organisations can create an environment where employees thrive both personally and professionally.
If you wish to chat further about how to facilitate this conversation as a manager or leader please reach out.
Other Resources / For Future Reference
https://www.gallup.com/workplace/468173/workplace-findings-leaders-need-navigate-year.aspx
https://www.icms.edu.au/news/general-news/the-future-of-work-adapting-to-change/
https://hbr.org/2020/08/8-ways-managers-can-support-employees-mental-health
https://www.gallup.com/workplace/349502/wellbeing-practices-guide-leaders.aspx