Guaranteeing wellbeing is mission-critical in today’s HR ecosystem

I believe guaranteeing wellbeing is mission-critical in today’s HR ecosystem

There are lots of reasons why I love my job. But one of the biggest delights of working in HR is knowing that you have a direct role in influencing a key pillar that drives organisational success: a productive team.

Over the years, it’s been very apparent to me that high resilience, high engagement and a focus on colleague wellbeing correspond directly with productivity levels. The most successful organisations use those levers well, and with intention of driving high business performance.

However, unfortunately, I have also seen that many businesses – including both employees and leaders – have ‘ignored all the lights on the dashboard’ when it comes to protecting and promoting wellbeing.  This often isn’t a deliberate act, but a response to the unique environment and circumstances we find ourselves in where operational needs seem greater than our own.

Our acquisitive nature and 2021 MBO mean we’ve been navigating this recently at Wonder, especially as we work to bring together a set of unique, entrepreneurial and formerly independent businesses into a collaborative, cohesive unit destined to create unforgettable experiences.  All our internal stakeholders operate different brands, and it is essential that we can adapt to working with different attitudes, cultures and mindsets.

A key objective of our HR strategy has been to harmonise our efforts across the entire business, break down barriers and empower employees at all levels; these being some of the key tenants behind supporting wellbeing.

Poor wellbeing is dangerous, and the reasons why it sets in are not always what you think

On one hand, there are many factors that decision-makers in any business can’t directly control. Here, I’m talking about wider societal issues that increase anxiety, such as geopolitical events, concerns about key issues like the cost of living crisis and general day-to-day personal challenges.

On the other hand, there are more manageable factors that organisations can examine to support improved wellbeing and resilience. Top of the pile, there is job strain and staff burnout, which need to be monitored and mitigated.

But interestingly, I’ve also noticed that lack of role clarity can often raise anxiety amongst employees, especially against a backdrop of a worrying economic climate.

Everyone in HR knows that you should have crystal-clear job descriptions, however, this is significantly harder to produce and understand when merging organisations and as new responsibilities blend with additional ones. This changing lack of clarity can lead to higher than normal levels of anxiety.

Don’t underestimate the power of co-worker support on wellbeing and resilience

One of the big challenges faced by my HR team at Wonder is uniting our people together under one vision and mission and this is true of many large organisations whether they are operating nationally or internationally.

Initially, merging companies can be confusing and slightly messy! People don’t necessarily know who all their colleagues are across the group and are not sure how to leverage the opportunities to build meaningful internal relationships. As a result, it’s been imperative to quickly establish a community spirit within Wonder and encourage mutual support and co-operation.  We’ve enriched these efforts by also introducing initiatives that directly tackle low wellbeing and resilience.

For example, with a more engaged community, the work of wellbeing champions and mental health first aiders – for which we are aiming to double our number at Wonder – is enhanced significantly.

If you are going to have siloes, make them more permeable 

We all know that siloed working is not ideal, and both large entities and SMEs are at risk of siloes emerging. In organisations that operate across a diverse range of brands, teams and nations, the risk of siloes can be greater.

Rather than investing all your efforts in preventing their growth in the first place, or insisting on their adherence to one group methodology, one approach to mitigate their impact, is to make siloes more permeable.

HR and company-wide initiatives that reduce small pockets of resistance not only help improve overall productivity, but also go a long way to build a P2P environment that enhances the community spirit we are striving towards.

For example, at Wonder, we have launched a number of group wide initiatives, such as full company updates, group wellness content plan and the launch of a global HRIS, that have seen our people work together, achieving a common aim for the common good.

By making internal siloes more permeable, we have generated a very, almost start-up, entrepreneurial spirit at Wonder, which is quite a feat for an organisation of our size. Our people have improved decision-making latitude which has supported employees in feeling more empowered in their roles and driven internal collaboration.

Fulfilling potential is inextricably linked to wellbeing 

Few people wake up each morning with the goal of intentionally delivering a poor job. One difference HR can make in an organisation is ensuring that our people are continually motivated to bring their best game to the party, particularly given the research that clearly suggests that fulfilled, confident and engaged teams are more resilient and have improved wellbeing.

Knowing that your employer is committed to your continued progress and development, leads also to fewer anxieties in the workplace. While we regularly deliver programmes at all levels, we have more recently concentrated on our mid to senior leaders who have come from varied and disparate backgrounds, with significant differences in skills and experience.

The programmes for these groups include blended learning with a core focus on P2P knowledge sharing, collaboration and a close-knit community which has generated an ecosystem ripe for shared understanding in line with our culture.