How can HR promote employee wellness and well-being?

These strategies can effectively enhance overall employee wellness and contribute to a healthier, more productive work environment. •Implement Wellness Programs: fitness classes, stress management workshops, and counseling services. •Flexible Working Arrangements •Health Benefits: Provide comprehensive health insurance that includes mental health coverage and preventive care. •Encourage Breaks and Time Off •Training and Development •Recognition and Appreciation

Well-being has to be a lifestyle and a life skill. Well-being is never a tick-in-the-box achieved through one-off events, policies or benefits.We need life-altering interventions help sustain healthy self-care routines, harmonious relationships, wholesome nutrition, fitness, sleep, mental and spiritual well-being. Career well-being is an aspect that organisations can influence significantly. Focus on building thriving teams that learn and grow. When employees feel valued and a sense of belonging to a happy workplace, it pushes up their overall well-being several notches. All this will make a difference in business performance and customer happiness and build a virtuous well-being cycle.

Employee wellness and well-being encompass physical, mental, and social aspects. HR can promote these by offering wellness programs, flexible work arrangements, mental health resources, and fostering a positive work culture. It involves creating an environment that supports a healthy work-life balance, provides access to fitness initiatives, and encourages open communication about well-being concerns.

In my observation Well-being sounds a frequently used phrase post pandemic as everyone realized the importance of human and human well-being. This needs to be one of the central point for any organization as we are heading in to lots of changes on one side social changes, workplace & Talent expectations changes and other side business complexities and uncertainty. It’s imperative for any organization to survive and succeed to make Wellbeing as central agenda and drive the people and business strategy aligning to it. It’s not only HR it’s Organization & each stakeholders responsibility to drive wellbeing.

HR can promote employee wellness and well-being by implementing programs such as fitness initiatives, mental health support, and work-life balance policies. Regular communication, flexible work arrangements, and fostering a positive work environment also contribute to a healthier workplace culture.

Moving away from the specifics, it is about making the space for wellness. Many organizations force fit wellness activities without understanding individual needs. For some it may be yoga, for others running, and for some it may be just sitting around doing nothing. If you have ever asked a team member who told you they can't pick up something immediately because they have to go for a cycle ride to see if they can push the ride to later, you have constricted their wellness space.

Una de las herramientas favorables en beneficio para las áreas de recursos humanos, es la identificación de las brechas culturales en donde es necesario fomentar mejoras para el bienestar. Mismas que deben ser materializadas en los objetivos estratégicos de la organización. Siendo los filtros que nos permiten reconocer o descartar si realmente los esfuerzos humanos y económicos están apuntalando a los macroobjetivos, de lo contrario serán buenas intenciones sin dejar aprendizaje organizacional.

This is a super critical point, but what follows often leads to a commonplace and generic strategy. Each organization and department presents unique needs and challenges, requiring a tailored strategic approach for genuine relatability. Well-being cannot be forced; it must be nurtured. HR must gauge the pulse and design programs fostering trust and relatability. Once achieved, garnering adoption becomes a readily won battle. Another consideration is whether HR harbors a passion for well-being—without passion, steering this initiative is challenging, if not impossible.

In 1998, I was testing a next-gen videoconferencing system, and after discovering that the Silicon Valley site was off, the Singapore site was off then the Tokyo HQ site was on and people like zombies looked at me as if I am an alien, 3AM their time. THEN I found out their boss was still there and no one had the courage to go home. Fast-forward 2005, both me and my wife being burned out after few good years of downturn and overwork, we went to an improvement workshop and met a fellow that burned out not 1, but 2 start-up teams he managed - he had PTSD guilt on that. I realised what I had with the NOREL downturn where half the team was called to conference room A, and half to conference room B to get pink slips, was nothing by comparison.

High quality surveys and consistency of data collection are important. However, most important is what is done with this data. Who is engaged in the process, how is it presented, what impact does it have on the business, and most importantly, what is the organization willing to commit to the change process? Sorting through data can be daunting. When working with clients, I help the organization first define what is most important to them as an organization and senior leadership team. By reviewing mission, vision, values, and organizational goals, we can then determine which areas are most important to focus on. These metrics then become part of an overarching organizational wellbeing strategy that has C-level approval and accountability.

This is one of the trickiest part because while setting goals for wellness and well-being is the right thing to do, ensuring that the communication is crystal clear to all employees about it’s importance (top down messaging) is mostly missed. This creates confusion in employees’ mind because they hear/see communication about wellness and well-being from HR or comms team (or in town halls), however their managers don’t take part or spend time in various initiatives, thus creating a false positive notion about the whole subject. This leads to poor participation and doesn’t show any results whatsoever is the measurement criteria.

I think it is important for organizations to enhance well-being through holistic scorecards aligning with strategic goals, integrating metrics like employee engagement and belonging. Regular monitoring enables HR to identify trends, facilitating targeted interventions such as mental health support campaigns. This approach aligns well-being efforts with broader organizational objectives, fostering a proactive, sustainable workplace culture where leaders champion well-being initiatives.

HR has the challenge of overcoming a negative perception in many organizations. While setting goals and objectives internally is important, equally critical is to engage C-level leaders in other departments with goals, objectives, and accountability. When this is part of an organization wide strategic plan to measurably improve employee wellbeing and company performance, it's easier to get other SLT members on board. For example, by working with the COO to determine an operational metric (unique to your business/industry) that measurably improves employee wellbeing and improves operational efficiency, HR can increase the positive impact of wellbeing across more business units.

setting clear goals and objectives is pivotal. Align them with the organization's vision, mission, and values. Take into account the expectations and interests of your employees. Make these goals measurable, achievable, relevant, and time-bound—SMART goals. For instance, aim to reduce absenteeism, increase satisfaction and engagement, enhance performance, or foster a positive work culture. Having well-defined objectives allows HR to track progress and evaluate the impact of their initiatives. It provides a roadmap for success and ensures that efforts are directed toward meaningful outcomes that benefit both the organization and its employee

Continuing on the theme of "making space". Once we decide that the aim is to make space for wellness rather than wellness itself. It gets easier to measure and track. For instance, in a distributed organization, we can set specific windows during which cross-timezone meetings can happen. Then count how many times meetings were scheduled outside the specified windows. The more there are, the more unhappy the people are. If my CEO is going to ask me to get into a meeting that involves five people and I have a movie ticket booked for the same time, no matter which way I go I am will be unhappy and tense.

In my experience, an organization should consider the goals for its wellness program prior to designing the initiative. It can then consider additional aspects such as work culture, management’s leadership styles, established processes, etc that have a larger impact on employee wellbeing. No amount of free snacks will offset a toxic work culture or improve morale. Wellness programs need to evaluate the wholistic nature of the organization and create strategies for overall organizational wellness rather than placating employees with insignificant rewards. Happy and healthy employees are more productive, so employers need to consider the environment they create for their team in addition to overall employee wellness strategies.

Vale la pena señalar a través de un ejemplo en un proceso de consultoría en bienestar, en donde debemos ser sensibles en impulsar politícas y programas alienados a las necesidades del bienestar actual. Por ejemplo en una empresa de logística, en donde se pretendía dar beneficios materiales, siendo una prioridad el cumplimiento de los uniformes de seguridad y alimentación digna de los empleados. Reconocer prioridades para marcar y educar un bienestar real.

Offer paid employee wellness days. These days off are a way for employees to recharge, both physically and mentally, and prioritize their health. By offering paid wellness days, companies show they value and support their employees' overall well-being. This helps create a positive work environment, leading to happier and more productive employees in the long term.

As mentioned earlier, the difference between wellness (tactics) and wellbeing (outcomes) seems small, but has tremendous people and business consequences. By focusing on wellness perks and amenities without determining if those items actually improve employee wellbeing and performance, companies fall into an expensive trap of "checking boxes". Of course, having a robust employee benefits plan and other resources is important. Yet, these will just be bandaids without addressing the root causes of stress, burnout, turnover, disengagement, etc. Current stats show that leadership style makes the biggest impact. The best programs and policies are ones that address the root causes by improving leadership, culture, and employee experience.

The description on the left is very limiting. It is hubris to think that the HR dept or anyone knows what is wellness for someone else. Everything listed here are low-hanging fruit. Doesn't require a change in culture, just a lot of money thrown at an ill-defined problem. If you pay your people well enough, they can buy their own healthy snacks. For those it is important they are doing it already. Flexible work timings are a double-edged sword. While it gives one person the permission to be away from the desk, it leads to another person sitting in frustration waiting for a response.

Employee education is critically important. Every employee shows up each day as a "whole person". Their personal performance is intricately connected to their professional performance. Yet, most learning and development programs focus only on the professional and technical skills of a particularly role. In order to improve wellbeing and increase performance, skills must be learned in both personal and professional areas. The most important skills and resulting actions must go beyond one-and-done webinars, lunch & learns, or workshops, to be recognized, rewarded, and reinforced on a daily/weekly basis over many months (or years). There is a huge opportunity for organizations to focus fewer skills, but accomplish more with that learning.

Empowering employees with various trainings that enhance skills and knowledge through topics such as leadership, communication, conflict resolution and technical skills. Communication and feedback from the employees will further bring in a sense of belonging and they would be happy to shoulder more responsibilities.

Es necesario mantener un postura de comunicación y educación flexible en el empoderamiento de los colaboradores en temas de bienestar. Los humanos somos variables continuas en donde necesitamos ser aprendices continuos, en ocasiones como equipos de recursos humanos nos ocupamos más por el orden, omitiendo el conocimiento y aterrizaje de los vínculos laborales .

In my view, this should be the first step. HR can do a lot of activities for wellness and well-being but it won't be useful if employees don't understand the importance of it. 1st HR should spread the awareness about the significance of wellness and well-being and then organise the event or workshops to teach techniques and methods to achieve it. Organisations can also have a value / mission / vision related to wellness and well-being to foster it in the culture.

La educacion debe estar orientada, no solo a la actividad en particular de una persona sino en enriquecer sus habilidades para que adquiera mayores conocimientos en otros campos y que pueda conocer y comprender mejor las situaciones que se puedan presentar y tenga la confianza necesaria de resolverlas. El conocimiento es lo que genera la confianza y seguridad personal para resolver inconvenientes que se presenten con una perspectiva diferente a lograr creatividad en las posibles soluciones. El empoderamiento se logra con fortaleza y confianza de las personas mediante la capacidad adquirida en los conocimientos diferentes que se le han suministrado.

I think the biggest task for HR is to secure leadership support before launching wellness related initiatives. It becomes a prerogative for HR leaders to ensure that managers understand the importance of both physical and mental well-being of their team members and how that impacts their contributions to the organisation. Education for managers to lead with empathy becomes crucial in this case. Also, given hybrid and remote work is here to stay, HR teams have to create safe spaces for employees to open up and talk about challenges and concerns related to their health and well-being. EAP services are more a necessity now that something which is good to do.

Well said Jayshree. To add to your view, it also becomes imperative for the organization to have an open support forum wherein employee feedback is taken up. There must also be a support system to encourage employees to learn new dimensions of business which can help the organization to withstand future disturbances.

The single biggest influencer on wellbeing is leader and executive role modelling. If a leader role models success by working around the clock and being inconsiderate with personal commitments, then expect subordinates to mimic that behaviour in the hopes of career advancement. In the 70s, 80s and 90s, in general there was the mantra of the worker who got in first and turned the lights out was next in line for promotion. That visible display of effort was rewarded. Fast forward to remote and hybrid work… if we maintain that ethos, burning the midnight oil we end up stressed out, exhausted and online alone. Leaders must make time for recovery and show employees it’s better to take breaks and work smart.

I was working in a team that was mostly based in the US. One day, early in my tenure there, someone set up a meeting for Friday morning (US time). I asked my manager if this meant I could set up meetings on Monday morning (India time). She immediately sent out an email asking people to never set up meetings that required me to participate on Friday morning (US time). This is just an example. There were many other reasons too. But no prizes for guessing which company I had my longest stint.

My unconventional approach to wellbeing: Remove elements which hinder the wellbeing of an employee. Once the impediments are removed, the ecosystem will naturally pave way for a wholistic, healthy and positive wellbeing. I am not touching upon the hygiene and standard pieces of Health and wellbeing initiatives like Health checkups, Counseling, Safe work practices, Facilities, etc. • Identify toxic managers though surveys– educate them. • Listen to the voice of the employees – check what is bothering them as a team, as a department, as an organization. No point in conducting wellness initiatives if the outcome does not benefit the employees • Be mindful that exigencies are part of a human life • Respect every individual

To enhance employee wellness, HR should foster a continuous learning and growth culture where personal and professional development are intertwined. Training in stress management, emotional intelligence, work-life balance, and traditional job skills can significantly boost overall well-being. Additionally, creating a supportive environment where open dialogue about mental health is encouraged can help destigmatize these issues, making employees feel valued and understood. This approach improves individual wellness and contributes to a more resilient and adaptive workforce.

I would like to add the 5 dimensions that Gallup's international research identifies five key elements that constitute a prosperous life in terms of well-being: Career wellbeing: You like what you do every day. Social wellbeing: You have meaningful friendships in your life. Financial wellbeing: You manage your money well. Physical wellbeing: You have energy to get things done. Community wellbeing: You like where you live. As you can see, wellness is an important element of overall wellbeing.