“ FOR ORGANISATIONS TO ADDRESS WELLBEING SUCCESSFULLY, THEY MUST IDENTIFY RELEVANT FACTORS AND DEMONSTRATE WILLINGNESS TO CREATE THE ENVIRONMENT THAT PROVIDES THE APPROPRIATE MIX OF WELLBEING COMPONENTS TO ENABLE EMPLOYEES TO THRIVE.”
Perhaps unsurprisingly, given the somewhat hazy
nature of exactly what wellbeing is, it is not viewed as a strategic priority for many firms. A recent survey from Aon* suggests that although wellbeing is recognised as an important area for organisations to address, only just over half of multinationals currently regard it as a strategic priority. Instead, more easily identifiable goals such as compliance, competitiveness, cost management, governance and communications lead the field as current organisational strategic priorities.
WHY IS WELLBEING IMPORTANT? A recent report, ‘The State of Employee Wellbeing in the Workplace: 2024’**, indicates that a focus on employee wellbeing improves organisational performance by raising employee productivity, loyalty and discretionary effort. Wellbeing is also found to reduce absenteeism and labour turnover.
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The report finds that there appear to be significant
differences in wellbeing experiences across industrial sectors. Technology and biopharmaceutical sectors lead the field in terms of a positive general overall evaluation of employee wellbeing. Retail, education and training and manufacturing and production sectors are notable as ranking lower. This has implications for employee attraction and retention. Employers should review their strategic priorities
and ensure that wellbeing is encompassed in them. Organisational efforts to improve wellbeing should also be communicated effectively to the workforce.
THE GLOBAL MOBILITY CONTEXT With respect to global mobility, wellbeing has become a key issue of concern in recent years, particularly post-pandemic. Increasingly, organisations have come to recognise the increased demands and pressures on individuals and their families when working in different cultural and linguistic environments. Lack of understanding of culture and language increases stress for employees and family members, particularly in difficult, dangerous or challenging locations. The stresses associated with undertaking different types of assignments, including unaccompanied mobility, frequent international business travel and the challenges faced by minorities who are relocated abroad, are also recognised. Research has shown that international assignees’
perceptions of supportive organisational environments can have a positive effect on their psychological wellbeing. In the global context, assignees look for support both from their home country and the receiving host location. Wellbeing is improved when host country organisations visibly provide support. Social aspects associated with wellbeing are particularly important for both employees and family members and aid adjustment. Support systems that contribute to international assignees’ wellbeing include flexible working and perceived
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