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Moving the Dial on Well-Being and Mental Health in the Workplace
May 09, 2019 | Report
There has been a profound shift in attitudes towards well-being and mental health in the workplace—not just at social and political levels, but also across the international business community. Employee well-being is no longer solely an HR issue. As The Conference Board C-Suite Challenge™ 2019 global survey demonstrates, senior business leaders are increasingly aware of their social responsibilities and the growing demand for sustainable strategies in all areas of the business—including people strategy.1 For many companies, building long-term value through people can only be achieved through a genuine commitment to employee well-being. But how can companies best advance their well-being strategies at a time of widespread business disruption and transformation?
That very question brought together approximately 25 international companies to share learning and best practices at a summit on well-being organized by The Conference Board in the United Kingdom. These organizations recognize the opportunities and challenges facing them: as one participant said, “The time is right for businesses to take up the task and address this important topic, but the challenges, especially cultural, are considerable.”
Experience among participants varied; some of the assembled organizations described themselves as “just at the start of the journey” in well-being programs, while others believe they have made rapid progress. The following sections capture the group’s insights and the challenges as they advance their well-being programs and strategies.
Learning and Insights
The group’s insights ranged from improving program management to affecting cultural change, especially by gaining the commitment of leaders, and achieving greater strategic impact.
Strategic impact
Take a careful step-by-step approach and then judge when the time is right to scale up organizational efforts and move towards a global strategy. The advice is “don’t try to boil the ocean.” Bring on board senior managers: “Senior leaders need to take ownership, and when they provide sponsorship, you get traction.”
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