Wellness has become more than just a buzzword in recent years, with greater awareness of how we protect our mental and emotional health.
For employers, helping their workforce to avoid stress and burnout is also an increasingly important consideration. According to Vicky O’Neill, HR strategy specialist with IBEC, this focus on wellness, by both businesses and their employees, is becoming more evident. She says that the parameters of how we define wellbeing in the workplace have also shifted significantly.
“True wellbeing extends beyond physical health — it encompasses mental, emotional, and social dimensions. It considers how work and work experiences are designed, distributed, and managed. Employers now view workplace wellbeing not just as a moral imperative, but also as a strategic investment in their business success.”
A sign that worker wellness is becoming more of a priority for employers can be seen in IBEC’s recent HR Update 2024 Workplace Trends and Insights report, which found that almost four in ten (37%) organisations have a dedicated health and wellbeing budget, rising to 57% in companies with more than 250 employees.
Three in ten of these expect their budget to increase over the next 12 months and this is most evident amongst companies with fewer than 100 employees. The report found that budget expenditure in this area is focused mainly on staff health and wellbeing initiatives and training/coaching for managers.
The benefits of investing in workplace wellbeing for employers are numerous. O’Neill points to how an increased focus on psychological safety — a belief that it’s okay to take risks, make mistakes and express ideas and concerns without fear of negative consequences — can have a positive impact on productivity and innovation.
“Employees feel comfortable to express their opinions in their team, to their manager and their colleagues. This sense of safety enhances employee contribution and collaboration, as they feel at ease sharing their thoughts. It boosts motivation by making employees feel valued and integral to the organisation’s success. Conversely, a lack of psychological safety can result in poor performance outcomes for both teams and organisations. Creating a supportive environment where employees feel their opinions matter is crucial for achieving optimal performance and engagement,” says O’Neill.
While short-term pressure is an element of many professional roles, when such demands become prolonged, it can have a serious impact. O’Neill says that worker wellness should be integrated into an employer’s overall strategy, and to this end, IBEC has recently updated its wellbeing accreditation, the KeepWell Mark, to include a pillar focused on talent support and development.
“When organisations prioritise talent support and development, they create an environment which fosters employee wellbeing while also driving sustainable high performance,” she says. “Although pay and compensation play an important role in employee motivation, there are other factors that are also influential to an employee’s wellbeing.
“Organisational design, psychological safety, career opportunities, meaningful and challenging work, strong leaderships, and so on, are all critical to achieving job satisfaction and employee wellbeing in the workplace.”
Ensuring that a wellbeing programme and active support networks are in place also contribute to a healthy workplace culture, something that is needed more than ever, given recent research carried out by recruitment firm Robert Walters which found that almost 60% of Irish workers find it difficult to “switch off”.
Some 27% of those surveyed also reported they have lost sleep over work-related messages or tasks, while a quarter said they were unable to relax or reset. According to Suzanne Feeney, country manager at Robert Walters, an “always online” workplace culture and an unrealistic expectation for greater availability can lead to increased cases of burnout across workforces.
It is also helpful if employers employ systems whereby signs of burnout can be spotted as they arise so they can take steps to address any underlying problems before they get worse. Issues that can typically cause stress include extra responsibilities on top of an employee’s existing role, unclear objectives or unachievable goals and deadlines.
In terms of workplace culture, employers and leadership teams can also set a positive example by embracing a healthier work-life balance themselves. Workplaces also have a role to play in signposting or providing medical resources to help support physical and mental health.
As more investors look at environmental, social and governance (ESG) criteria when evaluating companies, Ibec recommends that the mental health and overall wellbeing of employees should be a pillar of the ‘social’ element of this strategy.
“We are seeing more and more businesses place wellbeing on the board agenda and greater attention is now being placed on how wellbeing can be recognised as a critical part of a business’s ESG strategy,” says Danny McCoy, CEO of Ibec.
The pandemic resulted in significant changes to how we work, ushering in a new era of hybrid and remote working. While this shift was welcomed by those who wanted more flexibility, it has also brought challenges in terms of tackling a work culture where employees may be seen as constantly available.
“Professionals in traditionally on-site roles like engineering, procurement, and supply chain often have a clear boundary between work and personal life — being able to ‘clock off’ when they finish for the day,” says Feeney. “This clearly defined work-life balance is something that may be lost when professionals are given the flexibility to work from home, with professionals in sectors like financial services, tech, or general management more likely to bring work home with them two to three days out of the week.”
While a focus on wellness will ultimately benefit employers and employees, there are also wider societal considerations at play, including boosting Ireland’s global reputation as an attractive place to work.
According to O’Neill, increasing competitiveness as a country through enhanced wellness can also lead to additional local and foreign investment and the ability to tap into new sources of talent. “By fostering a supportive work environment focused on wellbeing, Irish companies can attract top international talent and retain skilled employees, making Ireland an appealing destination for professionals worldwide,” she says.
“The World Happiness Report, published by the United Nations, often highlights the correlation between a nation’s happiness and its ability to attract talent. Countries that rank high in citizen wellbeing, like the Nordic countries, are often seen as desirable places to work due to their strong social support systems and high quality of life.”
Last April, Ibec hosted a National Workplace Wellbeing Day for the tenth year in a row. As the first country in Europe to implement such an initiative, Ireland is leading the way in highlighting how putting an emphasis on worker wellness can have a positive outcome, not only for employees, but also their families and communities.
Ultimately, there are a host of reasons for employers to put the wellbeing of workers high on their agenda.
As O’Neill sums up: “By prioritising talent support and development and adapting leadership practices to the evolving work environment, Irish businesses can cultivate a resilient and engaged workforce poised to navigate future uncertainties and capitalise on emerging opportunities. Investing in our people is investing in our future.”
