Prioritising well-being in future workplace
THE workplace is an ever-evolving idea that continues to be redefined. Its traditional perception as a place comprising employees committing to long hours and immense stress for productivity continues to dwindle.
Technology has enabled society to become more interconnected than ever.
The ‘new normal’ brought upon by the recent pandemic introduced us to notions of remote work and flexible schedules. In doing so, the boundaries between our professional and personal lives have become a blur.
The World Economic Forum Global Risk Report (2023) highlighted concerns about how work amidst the lockdowns posed risks to our health, particularly noting mental health deterioration.
A study across 15 countries by the McKinsey Health Institute reported that 60 per cent of the employees surveyed experienced mental health and well-being challenges, noting toxic workplace behaviour as the main culprit to such adverse outcomes.
Though the digital age offers incredible potential, companies post-pandemic are beginning to acknowledge adopting a poor culture for workplace well-being. An unhappy workplace will undoubtedly encounter many challenges into developing the creativity, productivity, and job satisfaction that technological advancement offers.
The International Labour Organisation asserts that workplace well-being encompasses the physical working environment and work culture and complements Occupational Safety and Health measures to ensure employees are safe, healthy, satisfied, and engaged at work.
With this in mind, employees have been distancing away from the notion of a fancy office or a handsome salary. More is expected of employers in managing workplace wellbeing, extending further to encompass the mental, emotional, and social aspects.
On the contrary, workforce well-being should come as a moral imperative and be honed as a competitive advantage. What was previously envisioned as an aspiration now appears essential for corporate sustainability.
World Health Organisation (WHO) has also urged prioritising mental health and well-being globally, where employers play a critical role in improving employee mental health and well-being.
Systematic solutions and organisational-wide interventions by employers focused on prevention may help reduce symptoms of distress, burnout, and related health issues.
Organisations that invest in employee well-being may experience long-term cost savings on healthcare and insurance premiums.
As a result, the notion of ‘work-life balance’ will ensue.
The future workplace should focus on work-life integration where employees are supported to manage their professional lives without impacting their personal wellbeing. Often, this comes with respecting that employees have further responsibilities and aspirations that stretch beyond work.
Looking ahead, the future of work needs to nurture holistic employee well-being in terms of physical, emotional, financial, social, career, community, and purpose to cater to a growing workplace flexibility culture.
The pandemic has, at the very least, necessitated a shift of focus to supporting employees’ personal and work lives. Advancements in communication technology and digital tools enable employees to work from anywhere, providing flexibility and improving work-life balance.
As inherently social creatures, human beings long for meaningful connections and a sense of belonging. Organisations need to understand that these can occur beyond the conventional office. A sense of community is one our employees will carry with them rather than wear, akin to a corporate tag when reporting for duty.
In a competitive job market, organisations that provide flexible work arrangements are more likely to attract and retain high-performing employees.
The current and upcoming generation of job-seekers increasingly value work environments that support their well-being.
It is foreseeable that the pandemic’s adoption of remote work will likely continue into the future, with hybrid work models becoming more prevalent.
The traditional 9-to-5 work schedule has become less attractive as employees seek greater work-life integration.
Employers offering flexible work hours and arrangements will likely gain traction, allowing their workforce to prioritise their well-being and mental health.
Prioritising the well-being of human capital in the future of work can have several positive implications for individual employees, organisations, society, and, eventually, the country’s economy as a whole.
At the end of the day, such a workplace can only be achieved collectively. Policies and practices prioritising work-life integration and wellbeing must be collaboratively adopted. When society as a whole acknowledges these challenges, only then can we implement changes that allow employees to feel supported.
The future workplace can become a reality that companies adopt not as a vision, but as an imperative.
Workplaces that prioritise employee well-being not only achieve sustainable performance and success, but are also able to attract and retain invaluable talent.
There may still be some way to go in this journey, but striving for a happy workplace only makes it worthwhile.
> The opinions expressed in this article are the authors’ own and do not reflect the view of Swinburne University of Technology Sarawak Campus. Dr Lim, Mr Tan and Ms Su are with the Faculty of Business, Design and Arts. They are contactable via aslim@swinburne.edu.my, ktan@swinburne.edu.my and ssu@swinburne.edu.my.