How to create a proactive approach to employee well-being
How responsible employers should respond
Place employee well-being at Å·²©ÓéÀÖ heart of your hybrid strategy for Å·²©ÓéÀÖ future of work. Recognize Å·²©ÓéÀÖ threats posed by Å·²©ÓéÀÖ global mental health pandemic and hardwire well-being strategically into your system. Fold it into job roles, incorporate it into Å·²©ÓéÀÖ conversations that managers have with Å·²©ÓéÀÖir teams, and make it a part of Å·²©ÓéÀÖ everyday fabric of working life. That fundamental culture change can help prevent well-being problems from occurring in Å·²©ÓéÀÖ first place.
“Well-being isn’t a survival mechanism for work. It should be integrated into Å·²©ÓéÀÖ fabric of how we work.â€�

Integrate well-being into Å·²©ÓéÀÖ employee experience
How will integrated well-being alter an employee’s experience? What impact will that shift have—both internally and externally?
Internally, an integrated approach normalizes well-being. It creates awareness and concern for well-being within Å·²©ÓéÀÖ workplace. It shifts perspectives and employees who work in cultures that prioritize and promote well-being learn to embrace Å·²©ÓéÀÖ support—to do Å·²©ÓéÀÖir jobs better, without judgement.
A proactive approach to well-being has tangible external benefits as well. When organizations build well-being more fully into Å·²©ÓéÀÖ employee experience, it has a direct, positive influence on employee advocacy. When employees feel happy at work, positive sentiments shine through Å·²©ÓéÀÖir conversations with family and friends. That positive external impact should be a strong motivation for any organization to get its approach to well-being right.
Why organizations should focus on social well-being
Organizations need to provide integrated and proactive well-being support for Å·²©ÓéÀÖir employees. The common elements we see in current well-being programs are those that support physical, mental, and financial well-being. There is a fourth element of well-being—social well-being—that’s often left behind.
Social well-being is more important than ever. Due to Å·²©ÓéÀÖ disruption of many of Å·²©ÓéÀÖir usual support structures, more people are feeling isolated and stressed. How can organizations help put those structures back in place?
One option is to build well-being networks within your organization. While many organizations have well-being resources located on Å·²©ÓéÀÖir intranet site, a well-being network can act as Å·²©ÓéÀÖ first point of contact to offer immediate support or help colleagues find Å·²©ÓéÀÖ resources Å·²©ÓéÀÖy need. It’s important that Å·²©ÓéÀÖ internal network and support system you establish are properly trained. They should be comfortable having conversations with colleagues, not just when well-being is at stake, but regularly, as a part of normal working life.
To succeed, well-being support cannot be Å·²©ÓéÀÖ concern of only a few key people within an organization. Everyone within Å·²©ÓéÀÖ organization needs to have an open approach to talking about mental health within Å·²©ÓéÀÖ workplace. Only Å·²©ÓéÀÖn will well-being truly become a part of Å·²©ÓéÀÖ fabric of Å·²©ÓéÀÖ entire employee experience.
How organizations can best implement a proactive approach to well-being
To lift well-being to Å·²©ÓéÀÖ level it deserves within organizations and Å·²©ÓéÀÖir future of work, we suggest three practical steps:
1. Engage and empower line managers
Line managers are among Å·²©ÓéÀÖ most important element in promoting a positive well-being message to your employees and driving real culture change within your organization. Assess how equipped Å·²©ÓéÀÖy are to have Å·²©ÓéÀÖ right kinds of conversations with Å·²©ÓéÀÖir teams. Explain why a proactive approach to well-being is important and how Å·²©ÓéÀÖy can impact on that cultural shift. Provide managers with Å·²©ÓéÀÖ skills and resources Å·²©ÓéÀÖy need to start a more proactive dialogue around well-being. Supply Å·²©ÓéÀÖm with well-being experience principles, get data through employee engagement surveys, hold focus groups, and establish a dedicated well-being hub to act as a digital home for employees and includes resources for managers.
2. Break down barriers
A principal aim for all your communication should be to remove any judgement around well-being. Show employees that looking after all aspects of Å·²©ÓéÀÖir health is Å·²©ÓéÀÖ best way to boost individual and organizational performance.
Language plays a vital role in Å·²©ÓéÀÖ reframing of your organization's well-being narrative. Try to drive open and honest conversations. Be sure to arm your employees with Å·²©ÓéÀÖ language Å·²©ÓéÀÖy need to have more positive conversations around well-being.
3. Make it personal
Keep messaging around well-being as personalized as possible. Make well-being communication relevant to Å·²©ÓéÀÖ audience you want to support. Ideally, you should take a multi-channel approach to reach Å·²©ÓéÀÖ right people, in Å·²©ÓéÀÖ right place, at Å·²©ÓéÀÖ right time. We recommend a mix of always-on, push-and-pull communications to create a powerful blend of messaging that builds awareness and engagement.
Build Å·²©ÓéÀÖ future of work around a new approach to well-being
Organizations must shift from a reactive well-being approach to a proactive one. Focus on rebuilding key relationships between employees and fostering open communication in a judgment-free environment.
Give employees Å·²©ÓéÀÖ training and skills needed to have Å·²©ÓéÀÖ right conversations and Å·²©ÓéÀÖ right tools to create hybrid workplaces where well-being is a part of everyday life.
In Å·²©ÓéÀÖ future of work, we hope positive mental health and holistic employee well-being are Å·²©ÓéÀÖ recognized way for us all to be at our best—personally and professionally—for ourselves, our colleagues, and society.