The Wellbeing Lab 2020 Workplace Report, the third of its kind produced by the Wellbeing Lab in conjunction with The Australian Human Resources Institute, is out, this year with a follow up piece on the impact of the COVID-19 pandemic. Most of the key findings were not all that surprising for example:
- That people who experience struggle and stress can be more resilient and better able to look after their own wellbeing
- That struggle is a part of life and normalising struggle in workplace conversations is important for supporting people’s wellbeing
- That one size does not fit all and workplaces need a diverse approach with different ways of supporting wellbeing and not just an EAP
On the other hand, some findings were a real wakeup call:
- Over a third of workplaces are providing no support for people’s wellbeing.
- The most popular form of support offered by workplaces is EAPs (Employee Assistance Programs) but, wait for it…….EAPS were also seen as the least effective. In fact, just 3.3% of people said that the EAP is who they would ask for help when struggling.
- Workers are most likely to ask someone outside work for help. Within the workplace, it would likely be a team member or their boss but, wait for it again…….they were least likely to go to HR for help (just 3.2%) just marginally behind the EAP (3.3%). Notably both of these numbers halved from the previous year’s survey.
So, based on these findings, it wouldn’t be unreasonable to say that the primary investments that most organisations are making in wellbeing (HR & EAP) are delivering the least return in wellbeing impact, would it? Interestingly and, from our perspective, not surprisingly, the survey found that wellbeing coaching (offered in less than 10% of workplaces) was seen as the most effective form of wellbeing support. There is a shift happening with organisations rebranding HR as “People and Culture” to provide at least an appearance of being more human-centred. However, the change from the corporate norm of a culture based on shareholder return, risk management, data analysis and process control to one which is truly centred on people is massive. At the core of that is enlightened and vulnerable leadership from the very top of the organisation, building quality relationships based on trust at all levels and across the whole of the organisation (business/teams/people) all underpinned by a common purpose and value set that is a lived experience every day. That includes how organisations, managers, teams and people manage wellbeing as a key element of managing the performance and development of the organisation and its people. So, the challenges are for the whole of the organisation and not just HR. They require a fundamentally different way of thinking and behaving and different skillsets and mindsets across the board, starting from the Board and including those working in the field of HR. How can we help? The report talks about there being 3 levels at which wellbeing needs to be worked on:
- “Me” – our EngageMentality Performance Development process deals specifically with wellbeing
- “We” – our EngageMentality Team Coaching process fosters team support for each other with an emphasis on positive relationships
- “Us” – our Better Workplace Projects use a positive psychology approach to transform workplace culture and worker experience
So, the report is in – what are you going to do about it? You can access the Wellbeing Lab 2020 Workplace Report here. [/av_textblock]