In this year’s Global Human Capital Trends survey, 80% of respondents identified well-being as an important or very important priority for their organization’s success over the next 12–18 months, making it this year’s most important trend. And it is clear that organizations around the world have taken notice.

However, well-being has the largest gap between importance and readiness across this year’s trends, with only 12% of respondents saying they are ready to address this issue.

Many organizations are missing the biggest opportunity for well-being to drive performance: by integrating well-being into the design of work itself. Building well-being into work goes beyond interventions to support individual well-being; organizations must also address well-being for the broader team and organization at large. By doing so, organizations can restructure work in ways that help workers not only feel their best but to also perform at their best, strengthening the tie between well-being and organizational outcomes and fostering a greater sense of belonging overall.

To start the process of integrating well-being into the design of work, we believe there are three critical steps to consider. First, organizations should establish the right level of ownership for well-being—ownership by the group with the greatest ability to influence the design of work.

Second, organizations should spend time understanding their workforce’s well-being needs—starting with the organizational and HR data that is now at their fingertips.

And third, organizations should put processes in place to engage employees in work-design deliberations—recognizing that the more individuals are involved in the design process, the greater the chance that these changes will have a positive, long-lasting impact.

Given the immense pressure on organizations to promote worker well-being, it is no surprise that organizations have grasped at many levers to do so. But to date, almost all these efforts have focused on the health and well-being of individuals, rather than the well-being of the entire worker population through the redesign of work.

Organizations that integrate well-being into work may find that it reduces the need to remediate work’s negative effects, freeing up resources to invest in other areas and increasing individual and team contributions to organizational outcomes. In this way, building well-being into work can yield immediate benefits in productivity while paying ongoing dividends by driving meaningful work, greater worker resilience and higher organizational performance, setting the stage for long-term success.

 

In this series of articles, we will introduce you to each of the 2020 Deloitte Global Human Capital trends and show how organizations can work within an environment shaped by the fusion of technology and people to embed purpose, potential and perspective into the DNA of how they operate. If you would like more information on Designing work for well-being: Living and performing at your best, please contact the Deloitte Banking and Human Capital Leader, Pascal Martino (pamartino@deloitte.lu).

And if you would like to view the full 2020 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 “The postgenerational workforce: From millennials to perennials” to learn how understanding workers’ distinct characteristics, attitudes, and values will enable organizations to bring their workforce together in ways that maximize their unique contributions.

 

Article by Deloitte Luxembourg.


Publié le 20 juillet 2020