Workplace Wellbeing. What is it really?

We're exploring what workplace wellbeing means and how it benefits all stakeholders.

Smiling now? That will impact your wellbeing. Pic Joyce Romero

The Harvard Business Review describes workplace wellbeing as coming from one place, and one place only — a positive culture.

It stated, creating a positive and healthy culture for your team rests on a few major principles.

Their research (see here and here) on the qualities of a positive workplace culture boils down to six essential characteristics:

  • Caring for, being interested in, and maintaining responsibility for colleagues as friends.
  • Providing support for one another, including offering kindness and compassion when others are struggling.
  • Avoiding blame and forgiving mistakes.
  • Inspiring one another at work.
  • Emphasizing the meaningfulness of the work.
  • Treating one another with respect, gratitude, trust, and integrity.

As an employer, how can you foster these principles? The research points to four steps to try:

1. Foster social connections.
A large number of empirical studies confirm that positive social connections at work produce highly desirable results. For example, people get sick less often, recover twice as fast from surgery, experience less depression, learn faster and remember longer, tolerate pain and discomfort better, display more mental acuity, and perform better on the job.

2. Show empathy.
As a boss, you have a huge impact on how your employees feel. A telling brain-imaging study found that, when employees recalled a boss that had been unkind or un-empathic, they showed increased activation in areas of the brain associated with avoidance and negative emotion while the opposite was true when they recalled an empathic boss.

3. Go out of your way to help.
Jonathan Haidt at New York University’s Stern School of Business shows in his research when leaders are not just fair but self-sacrificing, their employees are actually moved and inspired to become more loyal and committed themselves. As a consequence, they are more likely to go out of their way to be helpful and friendly to other employees, thus creating a self-reinforcing cycle.

4. Encourage people to talk to you – especially about their problems.
Not surprisingly, trusting that the leader has your best interests at heart improves employee performance. Employees feel safe rather than fearful.

Rather than creating a culture of fear of negative consequences, feeling safe in the workplace helps encourage the spirit of experimentation so critical for innovation.

When you know a leader is committed to operating from a set of values based on interpersonal kindness, he or she sets the tone for the entire organization.

A positive work climate also leads to a positive workplace culture which boosts commitment, engagement, and performance. Happier employees make for not only a more congenial workplace but for improved customer service.

As a consequence, a happy and caring culture at work not only improves employee well-being and productivity but also improved client health outcomes and satisfaction.

A positive workplace is more successful over time because it increases positive emotions and wellbeing.

This in turn, improves people’s relationships with each other and amplifies their abilities and their creativity.

It buffers against negative experiences such as stress, thus improving employees’ ability to bounce back from challenges and difficulties while bolstering their health. And, it attracts employees, making them more loyal to the leader and to the organization as well as bringing out their best strengths.

When organizations develop positive, virtuous cultures they achieve significantly higher levels of organizational effectiveness — including financial performance, customer satisfaction, productivity, and employee engagement.

This post is an edited article. Orginal article by Emma Seppälä appeared in the Harvard Business Review. Emma is the author of The Happiness Track and Co-Director of the Yale College Emotional Intelligence Project and Faculty Director of the Women’s Leadership Program at the Yale School of Management. She is also Science Director of Stanford University’s Center for Compassion and Altruism Research and Education.