Wellbeing is a “leadership concern” among US employers, according to a Gallup report, raising the question of whether this sentiment resonates with UK HR managers.

The report – Despite employer prioritization, employee well-being falters – found that although one in four (23%) chief human resources officers (CHROs) ranked wellness among their top priorities this year, the impact of these efforts remained limited.

The percentage of employees who strongly agree that their organization cares about their overall well-being reached an all-time high of 21 percent in early 2024 and remains just above that mark ( 24 percent) today.

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Although UK-specific data on wellbeing perception is not available, many UK HR managers are already noticing similar gaps between wellbeing offerings and employee experience.

Karl Bennett, director of wellbeing at Perkbox Vivup, said the report “provides important lessons for all of us involved in the world of employee wellbeing, but it is only useful if we act on their insights. conclusions.

“It’s no surprise that wellness continues to be among the top organizational priorities for 23% of CHROs in 2024, but why wouldn’t it? The choices CHROs make in selecting their wellness services are often driven by fear rather than organizational need.

He added: “Don’t get me wrong, it’s a good thing that wellbeing continues to be a major item on the agenda for senior managers in the UK, but I fear that businesses will continue to develop new value propositions for their employees and expand their resources through well-being. initiatives and EAPs in response to the well-being profile.

Employees don’t discuss their well-being

The report also reveals that while many CHROs consider their employees’ well-being a top priority, employees generally feel unsupported and unwilling to seek help. In fact, they were just as likely to avoid discussing their health concerns with anyone as they were to talk to their management.

According to the Gallup survey, only 36 percent of employees had discussed their well-being with their manager or supervisor, and conversations between colleagues were even less rare (29 percent).

Additionally, the study indicates that few people contacted HR (6%) or employee assistance programs (2%), suggesting that organizations should reconsider their approach to wellbeing support .

Gethin Nadin, psychologist and director of innovation at Benefex, said: “For almost five years running, well-being has been a strategic priority in workplaces around the world. But although it remains high on the agenda, individual well-being continues to decline.

“Part of the reason is that wellbeing has always been entirely focused on those in need or in crisis; that is to say one in four people who will develop a mental health problem during their professional life.»

He added that while employers needed to focus on those at risk, proactive support and development was essential to prevent people from becoming just another statistic. This approach, he stressed, required organizations to view well-being as more than just risk mitigation: it is a means of ensuring optimal organizational performance.

Lisa Seagroatt, founder and chief executive of HR Fit to Purpose, said People management that well-being in any organization is about more than offering an EAP, hybrid work, or a place where employees can pack their lunch.

“The ‘wellbeing factor’ for any organization is linked to the overall workplace culture and the understanding by leaders and management that wellbeing is driven from the top,” she said.

“Many organizations are trying to improve wellbeing by offering support to their employees, which is great, but, to ensure you provide a workplace that understands that wellbeing is about more than just a few perks , organizations need to examine how well they are run. .”

Concrete measures for employers

Seagroatt said line managers played a key role in wellbeing, but needed support and training to help them feel more comfortable initiating a wellbeing-related conversation.

“The investment in understanding that the well-being of their employees has a direct link to the overall well-being of the organization must be evident from management who encourage an open door policy and a safe working environment and secure if people need support for their wellbeing. “, she explained.

Additionally, Bennett said companies should prioritize listening to their employees and focus on an organizational culture that promotes “open and honest communication without fear of consequences for speaking openly about issues that affect them.” .

“Employees will not speak openly about issues that concern them until they feel it will change the way they are perceived, limit their chances of promotion, or put their role at risk during times of organizational change,” he said. -he added.

The Gallup report highlighted this and noted that for organizations, failing to deliver on their promises to support employee well-being could further disappoint and frustrate employees.

At worst, she says, it could resemble “carewashing,” where companies are accused of providing superficial support for workplace well-being while neglecting the root causes of burnout.

Bennett agreed, adding that if “your employees aren’t listening, why would they think you care?” They have become disconnected from the wellness conversation and any new services may be perceived as superficial or careless.

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