Workplace Wellbeing: What Works, What Doesn’t and What Holds Us Back

Organizations typically invest in wellbeing strategies and initiatives in an attempt to manage disengagement, fatigue and stress. However, research suggests that the value of these is often negligible. What would a more effective approach to wellbeing involve?

Gallup’s 2024 State of the Global Workplace study found that 77% of the international workforce are not engaged at work.Gallup noted that “employees who dislike their jobs tend to have high levels of daily stress and worry.” According to the UN’s 2023/2024 Human Development Report, the number of people expressing stress, sadness, anxiety, anger or worry is higher than at any point since 2009.

Mindful of the need to manage stress, employers invest in a range of workplace wellbeing initiatives, schemes, perks and apps. In 2022, large businesses were spending an average of $11 million per year on wellbeing. By 2026, the global workplace wellbeing market is set to reach $94.6 billion – up from $61.2 billion in 2021.

Is this investment making a difference? Or is it time for a fundamental rethink in the way that organizations manage disengagement, stress and the wellbeing of their people?

What is stress?

According to the NHS, stress is a natural reaction to pressure or threat. Stress causes the body to release adrenaline, the hormone associated with ‘fight or flight’. A little workplace stress can be a good thing; many people find they perform better under pressure. But too much stress can affect a person’s mood, body and relationships.

Gallup’s 2024 State of the Global Workplace report found that 41% of employees experience “a lot of stress” and that people in companies with bad management practices are nearly 60% more likely to be stressed than people in well-run companies.

Long-term or severe stress can lead to physical, mental and emotional exhaustion, or ‘burnout.’ In 2019, the World Health Organization defined burnout as “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed.” It is characterized by three factors:

• Feelings of energy depletion or exhaustion.
• Increased mental distance from one’s job.
• Reduced professional efficacy.

What are the biggest challenges to wellbeing?

The widespread extent of disengagement and stress provokes difficult questions. What are the long-term causes? And how effectively are these addressed by current wellbeing strategies? That the answers aren’t particularly positive will come as no surprise.

In researching long-term workplace trends, we identified four causes in particular which contribute to disengagement, stress, fatigue and burnout:

1. Doing more with less: the 2008 global financial crisis plunged whole sectors of the economy into difficulty and uncertainty. The impact of this led to longer hours for some and redundancies for others. The mantra of ‘doing more with less’ came to dominate company culture. This way of operating lingers on. For example, the loss of an increasing number of CMO positions has led to COOs or even CTOs being expected to broaden their role by taking on new duties in marketing.

2. Lack of workplace humanity: an aggressive interpretation of efficiency can fail to get the best from people. By ignoring ‘softer’ human aspects of work – such as personal fulfilment, meaningful collaboration and relationship building – managers risk alienating people, sidelining satisfaction and provoking disinterest; consequences that are notoriously inefficient.

3. The rise of tech: smartphones, laptops and similar devices chip away at personal human contact. We are social animals. Speedy, functional interaction compromises the more nuanced, meaningful interpersonal connections we depend on for our mental health. Without them, we are more disconnected from others, we are more isolated.

4. Lack of employee autonomy: process-heavy, tech-focused workplaces adopt practices that can be alienating. These may include surveillance spyware that monitors keystrokes. Organizations may also expect their people to use a high number of apps, including some that need hourly updates. This approach to work squeezes out breathing space, critical thinking and a nourishing sense of autonomy.

Does workplace wellbeing work?

No it doesn’t, according to Oxford University researcher Dr William Fleming. Fleming analysed survey data from more than 46,000 employees in 233 organizations who had signed up to typical wellbeing initiatives such as resilience training, mindfulness and wellbeing apps.

After examining approximately 90 wellbeing initiatives, Fleming noted that “I find little evidence in support of any benefits from these interventions with even some small indication of harm that would confirm fears from critics.” While activities such as exercise, mindfulness and yoga are valuable in their own right, none were found to be effective as a wellbeing strategy.

Effective wellbeing isn’t about finding new apps and perks, it begins with less disengagement, stress and fatigue. Wellbeing is only effective when it satisfactorily resolves unhealthy workplace practices across the workforce. For this reason, the best approach to wellbeing begins with a positive workplace culture.

What is effective workplace wellbeing?

A positive workplace culture capable of successfully reducing disengagement and stress is a long-term investment in the health of both the business and its people. What does an effective and healthy workplace culture look like?

In assessing this question, we began by looking at a broad cross-section of published research. We noticed that many papers in this field focused on a relatively small set of values, specifically trust, respect, psychological safety and a sense of belonging. We saw that, together, these components can support a successful wellbeing strategy.

A culture of team engagement

By embedding trust, respect, safety and belonging into company culture, these values benefit the entire workforce. This approach doesn’t depend on a few dedicated individuals signing up to a new wellbeing initiative or perk. It is effective companywide. It’s a way of working that strengthens teams, and leads to deeper cohesion, stronger engagement and higher productivity. Bringing people together in a culture of respect and safety is a concept we call social wellbeing.

Managing workplace disengagement, fatigue and stress isn’t easy. This is particularly so now that popular wellbeing strategies have been thrown into doubt by Fleming’s research. In the unsettling disruption of the 2020s, properly protecting the workforce requires a reliable approach to wellbeing. A healthy and ‘human’ company culture is an effective place to start.

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