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With the workforce under constant change, understanding what trends are driving effective wellbeing is crucial to future success.
One major shake-up that has had an effect on wellbeing initiatives is the rise in remote and hybrid working. Whereas many employers could engage with their workforce face to face, now many have had to adapt to not having these interactions.
This can affect workplace wellbeing policy, as the needs of workers change with the setting. Providing office snacks or periodic wellness days may not have the same impact on a remote workforce. Instead, policies must be tweaked in order to reflect the situation a company is in.
“The hybrid/remote office setting has actually facilitated conversations between employees and employers regarding their wellbeing,” commented Rohan Pardasani, Avaana chief executive and co-founder.
“It began with ergonomic assessments for home offices. However, there is recognition that those funds may be better spent or that other preventative spending can improve wellbeing, performance, and retention outcomes.”
What makes implementing an effective remote working wellbeing policy a challenge is catering to differing needs. As we know, a blanket “one-size-fits-all” approach is never a good move when discussing wellbeing.
“The fundamental issue with traditional workplace and corporate wellbeing solutions is that ‘wellbeing’ means something different to everyone. Traditionally, employees did not have the flexibility to decide what wellbeing meant to them or choose the initiatives they needed to support themselves,” Mr Pardasani said.
As the workforce continues to change and adapt, understanding what trends are driving wellbeing can help to keep companies afloat during times of change.
Mr Pardasani explained: “The most effective wellbeing initiatives in the coming years will be adaptive ones that address the core issues faced by employees and offer a seamless user experience to access these services.”
“Notably, 83 per cent of Millennials express a stronger loyalty to organisations that enable them to contribute to social and environmental causes. This suggests that wellbeing initiatives connected to broader social and environmental impact could resonate strongly with this demographic.”
According to Mr Pardasani, workplaces must understand the needs and wants of younger workers, as they’re the ones who will make up the majority of the workforce in a few years.
“It’s crucial to recognise that Gen Z is the first generation to prioritise purpose over salary. They are willing to leave companies they perceive as concealing or excessively spinning negative news, disregarding their adverse environmental or social effects, or fostering toxic workplace cultures,” said Mr Pardasani.
“Therefore, future wellbeing initiatives should align with the values of transparency, social responsibility, and a positive workplace culture to effectively engage and retain this generation.”
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