Suitable & Sufficient Health & Wellbeing
The COVID-19 outbreak has surely put more emphasis on mental wellbeing than ever before, which will lead to more understanding and empathy in the period to come. Thus, Employee wellbeing is important more than ever and the companies have finally realized the power to transform their employees’ lives, reduce costs related to absenteeism and healthcare, and create a healthy company culture.
Frustratingly, the need to consider the health and welfare of workers is not a new concept. The rise of ‘glocal’ economies and social media means that businesses are being held to account for their actions in a way that was not the case a generation ago. ‘Trust’ is now a particular focus for business. How can they gain(and keep) the ‘trust’ of their customers and their workers? For the latter, health and well being is now starting to be seen as a value to be protected, as part of the trust agenda.
As remote working blurs the line between work and life, HR leaders are prioritizing employee well-being and mental health. This focus on nurturing employee well-being is critical to developing workplace resilience. As a result, employee well-being has expanded beyond physical well-being to focus on building a culture of holistic well-being including physical, emotional, financial, social, career, community, and purpose. At the heart of this is the growing need for flexibility in where, when, and how employees work.
ISO 45001, the new global management system standard on occupational health and safety has put health physical mental and cognitive at its core while continuing to drive high safety standards. The standard reflects that occupational ill health can and should be prevented and that in doing so, it will bring measurable benefits to workers and the organization.
In the future, we will see more diversified employee wellbeing benefits. The costs of employee disengagement, absenteeism and healthcare are too high to be ignored. Therefore, employers will gradually realize the potential in employee wellbeing and start taking care of their employees’ mental, physical and financial wellbeing.
Frustratingly, the need to consider the health and welfare of workers is not a new concept. The rise of ‘glocal’ economies and social media means that businesses are being held to account for their actions in a way that was not the case a generation ago. ‘Trust’ is now a particular focus for business. How can they gain(and keep) the ‘trust’ of their customers and their workers? For the latter, health and well being is now starting to be seen as a value to be protected, as part of the trust agenda.
As remote working blurs the line between work and life, HR leaders are prioritizing employee well-being and mental health. This focus on nurturing employee well-being is critical to developing workplace resilience. As a result, employee well-being has expanded beyond physical well-being to focus on building a culture of holistic well-being including physical, emotional, financial, social, career, community, and purpose. At the heart of this is the growing need for flexibility in where, when, and how employees work.
ISO 45001, the new global management system standard on occupational health and safety has put health physical mental and cognitive at its core while continuing to drive high safety standards. The standard reflects that occupational ill health can and should be prevented and that in doing so, it will bring measurable benefits to workers and the organization.
In the future, we will see more diversified employee wellbeing benefits. The costs of employee disengagement, absenteeism and healthcare are too high to be ignored. Therefore, employers will gradually realize the potential in employee wellbeing and start taking care of their employees’ mental, physical and financial wellbeing.
