Wellness at work
The success of the wellbeing of any company is based on one question: do employees believe that the company really cares about their wellbeing?
Employee wellbeing has been an area of increased focus for businesses in 2019. There has been an increased awareness of burnout at work and the detrimental effect this can have on physical and mental health.
Today, corporate wellness occupies a fundamental role in the market. Globally, it deals with a 40 billion dollars sector, yet even more innovative initiatives do not have the expected effects if employees do not take part. Therefore, what really sets a successful wellness program apart from bankruptcy is the fact that employees must consider the intentions behind to be authentic. In what way can organizations prove themselves really interested in their employees? There is the answer: Creating relationships.
Wellness at work lies in the quality of the relationship between people and the workplace. The work environment is configured like a space to promote healthy behaviors. The goal is to obtain health through an active empowerment process that induces each worker to consider one's psychophysical wellbeing as a resource to be protected, to change their lifestyle and make healthy choices.
Wellbeing is not exclusive to an isolated program or initiative. Wellness is an element integrated into the values of a company and experiences of employees. It is inextricably linked to a myriad of policies, programs and benefit offers, as well as culture, improved productivity, retention of the company's talents and the sustainability of economic results. Employee wellbeing is no longer a nice-to-have.
Integrated wellbeing includes four key dimensions:
- Physical wellbeing: feeling well physically means understanding and managing one's own health, taking adequate preventive measures, improving the state of health where necessary, managing chronic pathologies, facing an acute pathology or an unexpected accident and recovering and returning successfully to maximum functionality at home and at work.
- Emotional wellbeing: being emotionally balanced means being self-aware, maintaining good mental health, being resilient by managing stress, coping with positive and negative emotional stimuli, coping with the crises that life offers and maintaining stability in case of illness or accident.
- Financial wellbeing: achieving financial security means having the ability to manage economic commitments, meet financial goals, protect yourself from risks, save for contingencies or future needs, such as university or retirement, and face financial shocks.
- Social wellbeing: social well-being allows you to relate to others by understanding how to interact well with them and accepting diversity, demonstrating inclusiveness, knowing how to support others and collaborate, managing to resolve conflicts and adapting to changes. It improves the ability to relate to family, friends, colleagues and to the community in general.
A recent study found that more than 60% of workers experience performance drops as a result of stress and burnout in the workplace, while this can represent the main factor being responsible for employee retention.
Organizations can play an important role on workers' behavior towards their health, providing resources to encourage them to undertake healthy lifestyles. For this reason, one can understand wellness at work as the ability of the organization to promote and maintain the highest degree of physical, psychological and social wellbeing of workers through prevention programs and health promotion, linked to a series of variables and organizational dimensions. From an empirical point of view, the dimensions of organizational wellbeing are detected within organizations mainly through questionnaires.
On an operational level, the support of the companies that want to proceed in the direction of improving the quality of life for workers and the entire organization includes actions related to the conciliation of the times of care within working hours, reduced discrimination against sick colleagues, gradual reintegration after or during a medical treatment and overcoming the phenomenon of presentism – presence at work and in the same role despite non-health conditions appropriate to the work to be done. Further initiatives are attributable to psychosocial interventions which the company makes available to employees in a later state.