Are Global Corporations Making Enough Efforts to Foster a Culture of Well-Being at Workplace?

December 16, 20158:23 am764 views

While at one end of the spectrum, employees look forward to vacation time, recently highlighted interesting findings by  Deloitte’s Workplace Pulse survey found that roughly one in three respondents (33 percent) do not feel comfortable taking personal time off/vacation days.

Moreover, nearly one-third (32 percent) say they’ve consistently placed work commitments over family/personal commitments and fewer than half (48 percent) say their organization as a whole values their life outside work. It is required for companies to foster a culture of well-being at work.

Deloitte The well-being pulse survey (PRNewsFoto/Deloitte)


“Organizations are investing in more and more benefits and perks associated with well-being, like flexible work options and unlimited vacation days, aimed at winning the war for talent.”

As per the survey, businesses can do more to create a culture of well-being, which goes beyond offering generous programs and focuses on everyday behaviours. Well-being is not mutually exclusive to delivering value to clients, in fact it’s important in any high performance culture,” said Mike Preston, Chief Talent Officer, Deloitte LLP.

More men than women reported in the past six months, that they consistently placed work commitments over family/personal commitments (35 percent vs. 27 percent). In addition, millennials are also struggling to balance work and well-being.

Modelling Well-being Critical, Especially For Millennial Talent and Men

The data offers way to address these issues and it starts with ensuring leaders at all levels model well-being. More than a third of respondents say if they saw their direct managers (39 percent) and senior leadership (38 percent) prioritizing personal commitments over work, they would feel more comfortable doing the same.

These results were amplified among millennial talent, who are quickly becoming the majority group in the workforce. This group was more likely to say if they saw their peers, managers, senior leadership, and CEO prioritizing a personal commitment over work, they would feel more comfortable doing the same.

In addition to millennials, men are also looking for leaders to model well-being. More men than women strongly agree that they wished their CEO and company leaders were more open and honest about their experiences and challenges balancing work and life (20 percent vs. 13 percent).

See: Top Priority in HR Benefits: Financial Wellbeing of Employees

Despite the increased attention and the evolution of well-being from a women’s issue to workplace culture, these results suggest that organizations still have a long way to go.

Peers Have the Biggest Impact on Workplace Happiness

As the skill gap continues to widen and more and more people are looking for new career opportunities, issues that impact engagement like well-being become increasingly important. For the majority of workers, (59 percent) co-workers have the greatest impact on happiness in the workplace.

While peers had the greatest impact on workplace happiness, there were signs that CEOs and other leaders should become more visible. Only 16 percent of respondents say that their CEO is very transparent on a professional level and only 10 percent say their CEO is very transparent on a personal level.

Also very few employees (8 percent) say their CEO has a big impact on their happiness at work, almost half  (44 percent) say that if they heard more about their CEO’s experience managing well-being, it would have a positive impact on their own feeling about the workplace.

Jen Fisher, National Managing Director of Well-being, Deloitte LLP said, “This is why we are taking a more holistic approach to well-being, focused on creating opportunities for our people to personalize their experiences and empowering teams to support each other in managing work and client demands.”

This survey was conducted on more than 1,000 full-time employed adults. It reinforces well-being as more than just a gender or generational issue. “These findings should serve as a wakeup call to organizations looking to retain and attract talent,” Mike Preston added.

Also read: How to Prevent Productivity Burnout? Tips for HR Leaders

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