In today's tight labor market, employees increasingly expect their employers to invest in their well-being. While most Chief Human Resources Officers (CHROs) support such investments, convincing the C-suite may be challenging. Employee-reported levels of well-being have stagnated, with many reporting similar or lower levels than six months ago, including engagement, mental health, and other aspects of well-being. To address this, CHROs can link well-being initiatives to C-suite priorities such as leadership development, culture reinforcement, and talent acquisition and retention. Despite increased demand for workplace well-being, many employees rate their company's support as average or poor, leading some to seek new job opportunities. However, workers who experience high well-being are more likely to prioritize work effectively, use creative problem-solving, and invest energy in tasks. Click here for article.
Current Landscape:
In a tight labor market, employees expect employers to invest in their well-being.
Most CHROs support well-being investments, but the C-suite may need convincing.
Employee-reported well-being levels have stagnated, with some reporting declines in engagement, mental health, and overall well-being.
Approach to the Problem:
CHROs can align well-being initiatives with C-suite priorities such as leadership development and talent retention.
Linking well-being to business strategy and culture is essential.
Employee Expectations:
Most U.S. and European employees believe employers are responsible for their well-being.
Workers, especially millennials and Generation Z, show increased interest in wellness benefits like sponsored gym memberships and mindfulness sessions.
Challenges:
Despite increased demand, over half of employees rate their company's well-being support as average or poor.
Some workers feel their employers don't care about their well-being, leading to job dissatisfaction and turnover.
Impact on Work Performance:
Only a third of people report thriving at work, with well-being driven by feelings of energy, belonging, and trust.
Workers with high well-being are more likely to prioritize work effectively and invest energy in tasks.
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