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Workplace Well-being and its Impact on Performance

Rachel Reed
11/5/20 9:55 AM

Business leaders recognize well-being as important to organizational success. Originally implemented to secure the physical safety of workers during the industrial revolution, well-being at work has evolved significantly. From physical health perks like workplace yoga classes and healthy catered lunches to financial health and stress reduction programs, employers have jumped on the wellness industry trend bandwagon. In fact, 80% of respondents to the 2020 Deloitte Global Human Capital Trends report listed well-being as an important or very important. And in 2019, large employers in the US spent an average of $3.6 million on wellness programs. 

However, only 12% of 2020 respondents were ready to address the issue. 

95% of HR leaders agree that burnout impacts employee retention, 94% of workers in the UK and US report either high or unsustainably high levels of work-related stress, and historic levels of reported workforce burnout the World Health Organization to classify burnout “resulting from chronic workplace stress that has not been successfully managed” as a diagnosable health condition.

Alongside well-being, a sense of belonging in the workplace topped the list of human capital issues in 2020. In order to create a sense of belonging, Deloitte identified three aspects: comfort, connection, and contribution. Connection and contribution both impact belonging more than comfort alone; 44% of workers reported that feeling aligned with their organization and being recognized for their contributions were the biggest driver of belonging. 

So if leaders know of well-being in the workplace and its importance to organizational performance, what’s the deal? Deloitte’s study found that autonomy plays a role in the successful integration of a well-being mindset in the workplace. Giving employees space to work their best can go a long way in developing a healthy workplace mindset for every individual. Well-being can be blended into the fabric of an organization with simple adjustments to the way employees are held accountable, when they work, and where they work. When workers are given the freedom to work when or where they are most productive, they will be productive.  


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