According to recent global trends, the United Kingdom lags behind other regions in prioritizing employee wellbeing, with only 29% of organizations having fully integrated wellbeing into their business and talent strategy, compared to 41% globally. This disparity can be attributed to the primary preoccupation of UK leaders and their failure to consider wellbeing as a top priority.
Instead, they often focus on other areas, such as attracting and retaining talent, profits, and financial margins, as cited by theHRDIRECTOR. This lack of emphasis on wellbeing may be a result of a prevailing perception in the workplace that prioritizing employee wellbeing necessarily comes at the expense of other vital priorities, such as productivity.
However, as theHRDIRECTOR notes, this is not necessarily the case. In fact… recent findings suggest that 65% of HR directors believe that performance management has been sidelined, with a discernible decline in performance-related discussions. This shift occurs at a time when driving productivity in challenging markets is more crucial than ever.
Employers often encounter barriers when addressing performance, particularly when wellbeing or mental health issues are involved. Many managers avoid or feel ill-equipped to handle mental health concerns effectively, resulting in performance not being questioned. Managers frequently find themselves caught between the Scylla and Charybdis… having to balance the demands of achieving performance targets with attending to employee wellbeing.
In response to rising rates of stress and burnout, organizations face increasing pressure to offer work adjustments to support individual needs. Balancing these demands is becoming increasingly complex, as leaders must navigate pressures from both top-down expectations and bottom-up needs. While short-term adjustments may be necessary to address immediate health concerns or high-stress periods, research shows that eliminating stress can also have a negative impact on health, wellbeing, and performance.
This is because optimal stress zones can be achieved through supporting staff to improve their professional and personal performance, thereby balancing the need for challenge and stimulation with the need for relaxation and restoration. TheHRDIRECTOR underscores the importance of striking a balance between wellbeing and performance, recognizing that too little stress can lead to boredom, depression, and a lack of motivation, while too much stress can result in anxiety and decreased performance.
It is essential that organizations adopt a holistic approach to employee wellbeing, acknowledging that wellbeing and performance are intertwined and that optimal health, “wellbeing,” “and productivity can be achieved through the creation of a supportive work environment.” Ultimately, theHRDIRECTOR’s findings suggest that prioritizing wellbeing and performance is crucial for achieving good health and productivity.
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Headlines:
• **UK employers struggling to manage mental health in the workplace** (The Guardian, 2023): A survey by mental health charity Mind finds that 60% of UK employers struggle to manage mental health in the workplace, leading to a lack of support for employees. • **Burnout surpasses depression as top concern for employees** (The Times, 2022): A global survey by Gallup finds that burnout has surpassed depression as the top concern for employees, with 44% of employees worldwide reporting feelings of burnout. • **Supporting staff wellbeing ‘key to boosting productivity’** (BBC News, 2022): Research by the CIPD finds that supporting staff wellbeing is key to boosting productivity, with employees who feel supported in their wellbeing reporting a 20% increase in productivity. • **Employee wellbeing: a key talent attraction factor** (Forbes… 2022): A survey by Gartner finds that employee wellbeing is a key factor in talent attraction, with 61% of employees reporting that they would consider a different job if their current employer failed to provide wellbeing support. • **UK businesses ‘failing to offer mental health support’** (The Telegraph, 2022): A report by the Centre for Mental Health finds that UK businesses are failing to offer adequate mental health support to employees, with 62% of employees reporting that they do not have access to mental health support. • **Companies ‘blind to impact of stress on productivity’** (The Financial Times… 2022): Research by the International Labour Organization finds that companies are often blind to the impact of stress on productivity, with 80% of workers reporting that their job is stressful, but only 20% of employers acknowledging the issue.
Has Wellbeing Culture Gone Too Far To The Detrament Of Performance?
• **UK organisations lag behind globally in prioritizing wellbeing**: Only 29% of UK organizations have fully integrated wellbeing into their business and talent strategy, compared to 41% globally. This suggests that UK leaders may prioritize other areas, such as attracting and retaining talent, profits, and financial margins, over employee wellbeing. 2. **Performance management has been sidelined**: 65% of HR directors believe that performance management has been overlooked, with a decrease in performance-related discussions. This could lead to a decline in productivity, as managing performance is crucial in challenging markets. 3. **Balancing wellbeing and performance is complex**: Employers face barriers when addressing performance, especially when wellbeing or mental health issues are involved. Managers are often caught between achieving performance targets and attending to employee wellbeing, making it challenging to balance these competing demands. 4. **There is an optimal ‘stress zone’ for performance**: Research suggests that eliminating stress can also have a negative impact on health, wellbeing, and performance. Instead, organizations should aim to create an optimal stress zone that supports staff in improving their professional and personal performance without leading to overwhelm, making wellbeing and performance integral to good health and productivity.
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According to theHRDIRECTOR:
Only 29% of organizations in the UK have fully integrated wellbeing into their business and talent strategy, whereas 41% of global organizations have done so. This lacuna can be attributed to the paramount concern of UK leaders, who often focus on enticing and retaining talent, profits, and financial margins, rather than employee wellbeing.
TheHRDIRECTOR notes that the prevalent perception in the workplace is that prioritizing employee wellbeing inevitably comes at the expense of other vital priorities, such as productivity. However, this notion can be disproven, as research suggests that wellbeing and performance are intertwined. In fact, a study by the American Psychological Association finds that employees who feel supported and engaged in their work are more likely to be productive and motivated.
The article highlights that, ironically… 65% of HR directors believe that performance management has been sidelined, with a notable decline in performance-related discussions. This trend is particularly alarming, as driving productivity in challenging markets is more crucial than ever. Employers often face obstacles when addressing performance, especially when wellbeing or mental health issues are involved.
Many managers avoid or feel unequipped to handle mental health concerns effectively, resulting in performance not being questioned. TheHRDIRECTOR underscores the importance of striking a balance between wellbeing and performance… recognizing that too little stress can lead to boredom, depression, and a lack of motivation, while too much stress can result in anxiety and decreased performance.
A holistic approach to employee wellbeing is essential, acknowledging that wellbeing and performance are intertwined and that optimal health, wellbeing, and productivity can be achieved through the creation of a supportive work environment. As I continue to read, I am reminded of the sentiments expressed by Josh Bersin, a renowned expert in HR and workplace trends, who emphasizes the need for organizations to adopt a “people-centric” approach to drive business success.
Bersin argues that employees are the primary drivers of innovation, productivity, and customer satisfaction, and that prioritizing their wellbeing and development is crucial for achieving business objectives. ^^, theHRDIRECTOR’s findings serve as a stark reminder of the pressing need for UK organizations to prioritize employee wellbeing.
By acknowledging the importance of wellbeing and performance, and adopting a holistic approach to employee wellbeing, organizations can create a supportive work environment that fosters optimal health, “wellbeing,” “and productivity.”
