Well-being was climbing the organizational agenda even before the COVID-19 pandemic hit; in fact, it was the top-ranked trend in our 2020 Deloitte Global Human Capital Trends report. When COVID-19 took hold, the crisis cast new light on the importance of well-being and made us acutely aware of the consequences of putting well-being at risk. Organizations quickly redirected resources to making work safe and keeping workers healthy.
As the pandemic wore on, well-being remained paramount in organizational leaders’ minds. Conversations about the toll of social isolation and economic recession on workers’ mental and emotional health entered the public dialogue and keeping workers physically healthy and safe continued to be a top priority.
Work changes at a rapid pace and the ways an organization supports individual and team well-being must adapt in tandem. Technology is becoming ingrained into every aspect of how people work. Therefore, technology leaders face a growing responsibility to work with HR and the business to ensure these technologies—and the workflows and processes that complement them—are designed and executed in a way that promotes worker well-being. Access to emails and texts on a 24/7 basis, for example, encourages the expectation of being “always-on” that can compromise worker well-being.
Technology leaders can take the design of enabling technologies for well-being one step further by introducing new technologies to boost workers’ health, performance, and quality of life. To achieve this, organizations should consider actions, policies, and mandates across three levels—individual, team, and organizational:
• Individual: workers should take the initiative in setting their own boundaries and making their well-being needs understood.
• Team: the power of teams comes from the ability to connect people with each other to unleash their collective capabilities.
• Organizational: leaders have a responsibility not only to invest in and promote well-being, but also to commit to it by integrating well-being into work.
By reinforcing their efforts across all three levels, organizations can harness well-being to drive improved outcomes in areas such as customer satisfaction, organizational brand and reputation, innovation, and adaptability.
The integration of well-being into work is a practice that must be developed, strengthened, and flexed over time to be effective. The pandemic has shown us that well-being is not about balancing work with life but, instead, integrating them.
Organizations that integrate well-being into the design of work at the individual, team, and organizational levels will build a sustainable future where workers can feel and perform at their best.
If you would like more information on Designing work for well-being: The end of work/life balance, please contact the Deloitte Banking and Human Capital Leader, Pascal Martino (firstname.lastname@example.org).
And if you would like to view the full 2021 Human Capital Trends report, please download it here: https://www2.deloitte.com/lu/en/pages/human-capital/articles/human-capital-trends.html
Look for our next article “Beyond reskilling: Unleashing worker potential” to learn how workers can fulfill their potential in ways that leaders may never have known they could, positioning the organization to thrive in the long term.
Article by Deloitte Luxembourg
Publié le 08 février 2021