Workplace Wellness - Why does it matter?
By Hazel Parrock
Wellness became one of the biggest buzzwords of 2020 and organisations in both the public and private sector have had to learn fast to cope with the circumstances presented by the COVID-19 pandemic. This article is most definitely not all about C***D thankfully, I’m sure everyone has had their fill of conversation on that topic, but it has, of course, played a huge part in how we now think and act. Leaders are generally becoming much more aware of the importance of taking responsibility for employee wellness as a result of the past year’s experiences.
So, what are the main health issues on the wellness agenda?
Mental health? Research into this area has shown that the main risks to employee health are now psychological, with mental ill-health and stress being the top two causes of long-term absences.
Mental ill-health is believed to be the single biggest cause of disability in the UK, costing the economy over £100+ billion a year and millions of working days lost. Roughly 1 in every 4 people in the UK will experience a mental health problem each year and the importance of acknowledging mental health has never been more evident. However, many people still feel unable to talk about it. Worse than that, it has been found that more than a small percentage of employees who have disclosed a mental health issue end up facing disciplinary procedures, demotion or dismissal, so no surprise that there is a tendency to hide it. This needs to change.
Mental health issues can result from a number of recognised situations.
A workplace with high levels of stress and presenteeism (feeling like you have to be at work, but you’re not being fully productive) can lead to burnout and exhaustion.
Major changes or life challenges, such as bereavement, having a baby, relationship problems, debt or even a change in role at work can cause people to people to struggle at work for periods of time.
People experiencing mental health difficulties lose their jobs each year at around double the rate of those without a mental health problem and at a much higher rate than those with a physical health condition.
Physical health? Musculoskeletal disorders are a major issue in the employee health issues category, affecting muscles, joints and tendons in all parts of the body and they can develop due to inactivity as the average UK office worker sits for over 8.9 hours a day. Physical disorders that are ignored or left untreated can progress quickly and cause stress, resulting in further health issues through worry about not being able to work effectively and even the possibility of losing a job. So, it is vital to rectify this and offer employees solutions that allow them to move more, working from home or not.
Moving more? The health risks associated with excessive sitting can include a higher risk of heart disease, diabetes, colon cancer, hernia, poor core strength and mental health issues. Popular wellness solutions include offering employees Sit Stand Desks, which encourage the body to move more, kick start the metabolism, burn calories, improve blood circulation and posture. There is even evidence that people who stand to work instead of sitting all day sleep better, have reduced blood pressure and stress, improved concentration and, bizarrely improved fitness.
The Stats
What is the data telling us? Official statistics back in 2018, now waiting for an update, showed that almost 27 million working days were lost to work-related ill health, with 1.4 million people suffering from a work-related illness. And CIPD research showed that the average level of employee absence was 5.9 days per employee per year. Although this figure had begun to fall over the last decade, it does, however, mask the fact that most people generally have a tendency to continue to work when unwell, and some employees are tempted to avoid the issue and even use holiday or sick leave to work.
Employers clearly have a fundamental duty of care for the physical and mental health and wellbeing of their workers, but research so far suggests that there is still a limited number of organisations with employee wellbeing on the business agenda.
A focus on employee health and wellbeing should be a core element of any HR strategy. It should be central to the way organisations operate. And it should not be seen just in one-off initiatives, but woven through an ongoing cadence demonstrating the genuine interest in the people across the whole organisation.
Why employee wellness matters?
Those who have successfully promoted a proactive and preventative approach to wellbeing in the workplace have seen clear improvements in a number of areas:
A more resilient workforce - Building resilience can help people cope better with day-to-day stresses at work and problems at home. And putting the right mental health and wellbeing strategies in place can help to stop problems from escalating.
Increased staff commitment and productivity - Employees who feel valued and listened to are more likely to be engaged in the goals of the organisation, work together positively and perform to their optimal level.
Better staff retention - A workplace culture that fosters staff loyalty and high morale is likely to keep staff for longer and reduce recruitment costs.
Reduced sick leave and absenteeism - Employees who feel their wellbeing needs are being met are less likely to take sick leave and more likely to return from leave taken in a timely and sustainable way.
An enhanced reputation - Investing in wellbeing in the workplace sends a powerful message about the values and ethics of the organisation and can play a big part in helping to attract a high quality workforce.
Studies suggest that currently less than a quarter of line managers have received any mental health training. Let’s change this, as fostering employee wellbeing is clearly good for any organisation and its people. Understanding mental health and promoting wellbeing can help prevent stress and create positive working environments, building strong employee engagement and a powerful culture that can only benefit an organisation.
For working people, the work environment plays a crucial part in life, not just in providing a source of income, but in providing a sense of purpose and achievement and boosting self-esteem, as well as an opportunity to socialise and build friendships with colleagues.
Every employer should consider it their responsibility to provide a workplace that addresses at least the following key points:
Staff wellbeing is a priority in all areas of business.
Good communication and a genuine ‘open door policy’ - people know what support is available to them to help them stay well at work and how to access it.
People experiencing mental health difficulties, major life events or juggling caring responsibilities are able to talk openly without fear of stigma.
People know what is expected of them and have an understanding of their job roles and areas of responsibilities.
A work-life balance is encouraged and flexible working is offered where possible.
A suitable organisational structure is in place so that people feel their workloads are reasonable and achievable.
People are given space for growth and development, so they feel able to make a meaningful contribution There is zero tolerance to bullying, harassment and other forms of discrimination.
The culture is inclusive and welcoming and people feel able to be themselves.
In conclusion:
Statistics show that over 75% of people of working age are employed here in the UK and research has found that every £1 spent on workplace health initiatives results in a return on investment ranging from £2 to £34. There is clear evidence that investment in the health and wellness of employees is not just a “nice to have”, politically correct HR policy, but critical for the general wellness of teams and organisations as a whole.It has been calculated that the UK business ecosystem could save around £8 billion per year by improving mental wellbeing support in the workplace. A huge number!
So yes, wellness clearly matters. Every organisation needs to acknowledge and respond to it.
What are you and your organisation doing about it?