How HR Leaders Are Bridging The Wellbeing Gap

In many organisations, a stark disconnection between employees and leaders is creating significant wellbeing gaps. While 95% of executives believe their employees think the C-suite care about their wellbeing, only 50% of employees actually agree.

This discrepancy is at the heart of the wellbeing paradox: despite increasing investments in wellbeing initiatives, employee wellbeing continues to deteriorate. 83% of companies now have a wellbeing strategy, with 45% expecting to increase investment in employee health. Yet most employees say their mental and physical health worsened or stayed the same from 2022 to 2023.

The disparity between perception and reality creates significant blind spots for leaders making strategic decisions about their organisations' wellbeing initiatives. This issue is increasingly recognised by CHROs and other HR leaders around the world, who tell us they are now actively addressing this gap.

Here’s how they are tackling the challenge within their organisations.

Trust is the foundational element

“Wellbeing gaps can exist between employees and leaders if there is a fundamental lack of trust between the two groups,” Leigh-Ann Ing, Head of Wellness at Gowling WLG told us. 

Building trust begins with leaders demonstrating genuine concern for employee wellbeing, with actions aligning with words. Communication is paramount, and leaders should clearly articulate company policies, benefits and support programmes. Transparency ensures that employees understand their rights and the resources available to them, building trust in their leaders and the system.

Leaders need to follow through on these commitments, ensuring that promises made to employees are consistently met, fostering a sense reliability. Ultimately, employees need to see their wellbeing is a priority among senior executives, with equal rules and opportunities clearly communicated and accessible to all.

“Wellness is about human sustainability,” Leigh-Ann explained.  “Leaders who genuinely listen and understand the needs of their employees, through qualitative and quantitative data collection, along with timely and transparent communication are in the best position to make progress in this space.”

Create a feedback culture

These tools help bridge the gap between employee perceptions and leadership understanding, providing a clear picture of the workforce's emotional and mental health.

Establishing anonymous feedback mechanisms allows employees to voice concerns without fear of repercussions. These channels foster a safe environment for open dialogue, helping leaders identify and address issues that may not be visible through regular interactions. This builds trust and demonstrates a commitment to employee wellbeing.

Acknowledging and celebrating employee achievements is also crucial. Recognition boosts morale, reinforces positive behaviours, and fosters a sense of belonging within the organisation. Regular recognition also helps maintain a positive atmosphere and encourages continuous engagement.

Likewise, encouraging team-building activities and peer support systems promotes a sense of community and mutual respect. Such an environment helps employees feel supported and valued, contributing positively to their overall wellbeing. These initiatives aim to build a continuous dialogue between employees and leaders, fostering trust and openness.

Align wellbeing efforts with employee expectations

This is crucial for bridging the wellbeing gap, while also enhancing satisfaction and productivity. Key initiatives include promoting work-life balance, providing robust mental health support, and offering flexible work arrangements. These measures address the primary concerns of many employees and can significantly boost morale and engagement.

It is essential for leaders to regularly assess the impact of wellbeing initiatives. Collecting data on employee satisfaction, stress levels, and engagement through surveys and feedback channels can provide valuable insights. This data should be used to adjust and refine strategies to better meet employee needs and expectations, ensuring initiatives remain relevant and effective.

Empathetic and emotionally intelligent leaders can build meaningful connections with their teams, understand their needs, and create a supportive work environment.

Finally, holding leaders accountable for employee wellbeing is vital. Setting clear expectations and measuring performance in this area should be integrated into the overall annual review for all leadership positions. 

Wellbeing: A new frontier for organisations

“Wellness is very broad and there should be a no wrong door approach” according to Leigh-Ann. “Organisations will tackle wellbeing differently based on their needs and goals. What I have found to be most important has been to consistently listen, understand, communicate, educate and measure impact. If these things are done well and you have leadership support and buy-in, progress will be made.”

C-suite leaders are increasingly recognising the critical importance of employee wellbeing to an organisation's overall health and competitiveness. As global executive search specialists, we are at the forefront of this challenge, partnering with organisations to appoint leaders who are not only adept at navigating traditional business challenges, but also skilled in fostering a culture of wellbeing.

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