Only 24% of employees believe that their employer cares about their well-being. Yet, 88% of employers say they want to show care and that well-being is a top priority.
As Peter Drucker said,"What gets measured, gets managed." The idea is that if you're measuring something, you're probably going to act on the information you receive. You're also probably going to care a lot more about the results.
Measuring well-being at work is not often done consistently or well. Usually, companies will throw in a few questions that dance around well-being into an annual engagement survey or look at their healthcare claims data to spot any problematic patterns. However, many of the largest well-being challenges have an emotional driver. Companies should also be measuring areas such as burnout, motivation, organizational commitment, and psychological safety.
found that a lack of empathy is one of the most detrimental leadership behaviors to employee well-being.Unfortunately, reporting on well-being to shareholders isn't mandatory. Companies aren't paid or rewarded based on how good their people feel. Even those with"health" or"well-being" in their job title don't have any real accountability at the end of the day if Bob in accounting feels burned out.
That's why tying well-being to results is a smart business move. Well-being is a key driver of productivity, so it's a win-win situation for employers to invest in the care of their people.Employees need to understand that their companies do care and that their needs are important — but it's not always the most important thing on the business agenda. And employers need to up their game when it comes to supporting well-being.
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