Because remote work blurs the line between work and life, HR managers prioritize employee well-being and mental health. This focus on nurturing employee well-being can help develop stability in the workplace.
The Future Workplace 2021 HR Sentiment survey found that 68% of top executives (40% of whom are CHROs) rated employee well-being and mental health as a top priority. Wonder does not rule out that this is a priority for HR executives, as the corporate welfare market in the United States is now estimated at $ 20.4 billion and is projected to grow to $ 87.4 billion by 2026.
At our last Virtual Workplace Summit, which was attended by senior executives in staffing, talent and corporate training, we asked leaders what their organization had done to focus on employee well-being. We learned that almost 70% of our members offer flexibility in the workplace. Nearly half of this is complemented by enhanced welfare benefits such as free online counseling sessions or compassionate leadership training, and a third fund corporate subscriptions to online counseling and meditation programs. The range of corporate welfare providers is growing rapidly է includes these ten leading companies such as Lyra Health, Motivosity, Limeade, Premise Health, VirginPulse, League, SecureSave, Springhealth , meQuilibrium և Thriveglobal.
Today, employee well-being extends beyond physical well-being to a culture of total well-being that includes physical, emotional, financial, social, career, and community goals. At the heart of this is the growing need for flexibility: where, when, and how employees work. The Future Workplace has identified seven pillars of employee well-being that will guide leaders as they prioritize the well-being of their employees (Figure 1).
Figure 1. Seven pillars of total employee well-being
Column 1: Physical well-being
Remember 2015, when a growing number of corporations made physical health a priority, creating many corporate challenges in the workplace. Today, physical health includes many aspects, including exercise, sleep, general lifestyle, and food choices. Prospective companies focus on the importance of daily habits to increase physical well-being. PwC’s Be Well, Work Well Habit Bank sets out a number of habits to improve physical well-being: getting up during short meetings, getting more sleep, and tracking what you eat. Expect to see more proactive ways companies help employees develop their physical well-being.
Column 2: Career well-being
The epidemic has forced more and more employees to re-evaluate their career goals. The American Prudential Pulse of the American Worker Survey finds that a quarter of employees still plan to look for a new job after the epidemic ends, with և 48% rethinking the job they want to move forward. The migration of these talents pushes the need to continue working remotely, looking for a better compensation program, and improving work / life balance. For employers, this translates into a number of talent policies to keep employees, և they include: Increased compensation, increased training և development programs, new opportunities for mobility of internal talents և online coaching և flexible training to help employees cope with mass disruptions նոր new ways of working.
Column 3. Financial well-being
The PwC 2021 Employee Financial Welfare Survey found that finances are the cause of employee stress over their work, health, and relationships. Nearly two-thirds of the 1,600 full-time sample say their financial stress has increased since the epidemic began. Employees whose financial stress has increased due to the epidemic are four times more likely to admit that their finances have distracted them from work. They are also more likely to look for a new employer who they think cares more about their financial well-being than the current employer. As SecureSave co-founder Susan Orman says: “37 percent of Americans can’t afford $ 400 in emergencies. The solution for companies is to offer an emergency savings account that can be automatically deducted from the employee’s salary to help them save for unexpected events. After all, the money you do not see is the money you can not spend.
Column 4: Social welfare
Having meaningful companies in your personal and work life is one of the main predictors of long-term happiness. “They can be a buffer in stressful situations. “Ultimately, they affect the bottom line of the organization in terms of absence, presence, quality of work, and organizational loyalty,” said Fisher, co-author. Work better together և Deloitte Welfare Officer. Building strong communities in the workplace can help alleviate feelings of loneliness that have spread along with the spread of the epidemic. According to a study by the American Psychological Association “Stress in America 2021”, 61% of respondents have unwanted weight changes since the beginning of the epidemic, 65 65% of respondents aged 18-23 say that they feel very lonely against the background of the epidemic. Stressors affect employees both at work and at home. Employers consider and create new offers to bring social experience to employees as they continue to work remotely. HP has created Employee Resource Groups (ERGs) for remote և working parents who manage homework to ensure that these employees connect with each other և share the resources they need as they continue to focus on distance work և homework in:
Column 5. Community Welfare
Enabling employees to engage with their local community will deepen employees’ ties to their employer, the local community: planet. According to the Global Coalition of Multibillion-dollar corporate CEOs, 66% of its member companies paid a one-time fee for volunteer projects in 2019, up from 56% in 2016. Enriching this community spirit at Cisco is part of the company’s ethic, says Franchine Katsudas, Cisco EVP և մարդկանց մարդկանց մարդկանց մարդկանց մարդկանց մարդկանց մարդկանց մարդկանց մարդկանց մարդկանց:::::::::::: For two years in a row, Cisco has grown to more than 80 percent of its employee community, with the goal of going even further to make it a habit for Cisco employees. Employer sponsorship of community projects is a great way to attract and retain employees while improving the stability of the planet.
Column 6: ot leisure welfare
Even before COVID-19, supporting employees’ mental health became a higher priority for many companies, as its benefits have such a profound impact on both employees and organizational performance. According to a study by the American Psychological Association “Stress in America 2021”, people experience the highest levels of stress since the beginning of the epidemic, showing a number of stress-related symptoms, such as sleep changes and increased alcohol consumption. One in five employees surveyed says their mental health is worse than last year. Even before the epidemic, Gartner’s research found that 45% of the budget increase goes to mental-emotional well-being programs. “Last year I saw mental health in the spotlight,” he said.
Companies are deliberately taking steps to stigmatize mental health by creating new responsibilities for hybrid workplaces. These commitment to well-being, inclusion, and flexibility underscore the belief that work is not where you go, but what you do to achieve results. According to Ian Paolo Barrozzi, Cisco Senior Director of Human Resources, “The epidemic has brought mental health and well-being to the forefront at Cisco. We recognize that leaders must lead with compassion, flexibility, and openness to what works best for each individual և team. ”
Column 7. Purpose-driven well-being
The goal is a number of values of organizations ներ employees who want more and more to work in a company whose values correspond to them. Deloitte’s 2021 Global Human Capital Trends report shares that 44% of Millennials 49 49% of Gen Z over the past two years have indicated that they have made a choice for the type of work they are willing to do. ություններին to the organizations for which they are ready to work. based on their personal ethics. And this translates as total employee involvement. A recent Gartner study found that when the organization was working on today’s social issues, the proportion of employees who were considered highly involved increased from 40% to 60%.
The desire of employees to work in organizations whose values match their own will be a possible criterion in choosing a new employer. As the talent market continues to heat up, new hires expect their company to be actively involved in raising current cultural debates.
In conclusion, the epidemic has given employers greater visibility into the struggles of their employees կյանքի’s lives, focusing simply from organizational issues to individual human life experiences. Ers caregivers now view well-being not only as an employee benefit but also as an opportunity to support employees in all aspects of their personal and working lives.