如何创造幸福感文化++How+to++create+a++culture+of+culture+of++well-being

Howto

createa

cultureof

well-being

Thevitalroleorganizations,

leaders,andemployeesplayin

endingwidespreadburnout

2

Tableof

01

Understandingthedriversof

Contents

employeewell-being

02

Exploringtheintersectionof

well-beingand

Diversity,equity,inclusionandbelonging(DEIB)

03

Takingaction:Tipsfororganizations,

leaders,andemployeestodrivepositive

well-beingatwork

Introduction

3

4

Introduction

Burnout.You’reprobablyhearingaboutitmorethanever.It’sfuelingtheGreatResignation,wheremillions(yes,millions)ofpeoplearequittingtheirjobsaftermorethantwoyearsofsustainedoverwork.

Butit’snotjusthappeninginmediaheadlines.It’swhyemployeesonyourteamarequitting.Andwhyleadersatyourorganizationareleaving.Andmaybeevenwhyyou’reconsideringanewrole,too.

Allaroundtheworld,people’slevelsofwell-beingaresuffering.

Ourresearchshows

32%ofemployeessaytheyarenotenergizedatworkandsimilarly,35%areskepticalabouttheircareeropportunitieswiththeircurrentemployer.Morethanhalf(58%)ofworkerssaytheirjobisthemainsourceoftheirmentalhealthchallenges.

Workingallthetimedoesn’twork.Andcollectiveneedtoprioritize

well-beinghasinspiredauniteddesireforchange.

Manyorganizationsaretuningin;expressingtheirambitionstomitigateburnout,

helpemployeesachievework-lifeintegration,anddriveameaningfulwell-beingagenda.Butwherethatstrategyfallsshortisonlyaddressingthesymptomsoftheproblemandnottherootoftheissue–theculturearoundhowworkactuallygetsdoneandhowresultsactuallygetachieved.

Thequestionis,areorganizationswillingtodowhatittakestodriverealchange?Inordertochangetheconversation–andtheculture–aroundwell-being,theremustbeachangeinhowworkgetsdone.

5

Dr.AntonioPangallo

Findoutwhatdrivesemployeewell-being,particularly,thecarefulbalanceofdemandsandresourcesemployeesneedtothrive.You’llalsolearnwhatorganizationscangleanfromtheirdiversity,equity,inclusion,andbelonging(DEIB)effortsandapplytotheirstrategiesforimprovingwell-being;andwhatorganizations,leaders,andemployeesmustdo–collectively–toendwidespreadburnoutandfosterhealthyworkplacecultures.

Let’sgetstartedcreatingacultureofwell-being.

AUTHORS

PrincipalProductScientist,

Qualtrics

LauraHarding

EXProductScientist,

Qualtrics

Dr.LindsayJohnson

Sr.DEIProgramManager,

Qualtrics

Dr.CeceliaHerbert

PrincipalCatalyst,

XMInstitute,Qualtrics

GrantGurewitz

SeniorGrowthMarketingManager,EX,Qualtrics

SECTION1

Understandingthedrivers

ofemployeewell-being

7

Understandingthedriversofemployeewell-being

Well-beingisanintegralpartoftheemployeeexperiencewhencreatingahealthyworkenvironment,andindicatestheabilitytowhichemployeescancopewiththedemandsandstressorsthatareplacedonthem.

Havinghealthylevelsofwell-beinghelpstomitigatetheimpactstresshasonaperson.Stressisnotalwaysabadthing;healthyamountscandrivemotivation,encourageefficiency,andimprovecognitivefunctioning.However,excessivestress,combinedwithalackofwell-being,canleadtopoorhealth,lowproductivity,andburnout.

Therearetwocompetingfactorsthatinfluencehowwellemployeescannavigatethestressesoftheworkplaceandhome:demandsandresources.

Whendemandsexceedresources,theimpactcanleadtostressandfatigue.Thesedepletedresourcesresultinlowerlevelsofwell-being,affectingemployeesinanumberofways:

+Increasedabsenteeismandpresenteeism,i.e.,whenemployeesarepresent,

butlessproductive

+Poorerrelationshipsbetweencolleagues,andlowertrustinmanagers+Employeeswithdrawing,disconnecting,and/orshowingapathy

+Poorqualityofwork,especiallyinthosewho’vetypicallyworkedtoahighstandard

+Physicalandmentalhealthimplications,includinglackofsleepandburnout

8

Whenemployees’levelsofstresstipovertounsustainablelevels,it’sabouttappingintotheresourcesattheirdisposal.Resourcesmakeorbreakwhetheremployeescancopewiththedemandsoftheirwork.”

LauraHarding

EXProductScientist,

Qualtrics

Inordertogaugeemployeewell-being,youhavetounderstandthepushandpullofresourcesanddemandsofpeopleatwork.Andtheonlywaytoreallyfindouthowyouremployeesarecopingandfeelingistodirectlyaskthem.

WHATARETHEDRIVERSOFEMPLOYEEWELL-BEING?

Driversaretheaspectsoftheemployeeexperiencethatinfluencewell-being.Understandingeachdriverprovidesyourorganizationwithcriticalsignalsforwheretostartwhenitcomestoimprovingemployeewell-being.

Theyalsoprovidetheframework(i.e.,resources)employeeswillrelyonwhenworkdemandsandstressorsoccur.

Weidentifiedthesefourdriversofwell-being:

01

Alignment

Alignmentspeakstothefitbetweentheindividual,theirrole,andtheorganizationoverall.

Researchshows

thatachievingagoodlevelofalignmenthelpstoreduce(orbufferagainst)jobpressures.

9

Creatingtheseconditionsforemployeesprovidesthemwiththebestchancetofeelconnectedtotheirroleandtheorganization,andultimately,feelbetterpreparedtomanagepressuresbeforetheybecomeproblematic.

Whatalignmentlookslike

+Feelingasenseofbelonging

+Understandingyourpromotionpathorcareertrajectory+Believingyourjobmakesgooduseofyourskillsandabilities

02

Support

Thiscategoryofdriversmeasuresemployees’perceptionoftheavailabilityof

continuedsupport,inparticularfromtheirmanagers,aswellastheircolleagues,andtheorganizationoverall.

Whatsupportlookslike

+Askingforandreceivingsupportfromyourmanager

+Feelingempoweredtopushbackwhenovercapacity

+Havingaccesstosupportservices,resources,andinformationatyourorganization

10

Well-beingisallabouthealthytension.Employeesneedenoughdemandstokeeptheminterestedintheirwork,andappropriateresourcestomanagethosedemands.”

Dr.AntonioPangallo

PrincipalProductScientist,

Qualtrics

03

Resilience

Resiliencerepresentsanindividual’spersonalresourcesthathelpthemcope–despiteworkplacedemands–tomaintainhealthylevelsofwell-being.

Whatresiliencelookslike

+Havingresourcestocopewithjobpressures

+Bouncingbackfromstress

+Buildingonyournaturalabilitytodealwithstress

+Developingmastery(i.e.,learningfrom)pastexperiences

+Havingtheabilitytodealwithandanticipateproblems

11

Balanceisthe‘redflag’dimension.Ifpeoplescorelowonbalance-relateditems,thenthisisastrongindicationthattheyarenotcopingwiththeirworkload,stressishigh,andpressureisseepingintolifeoutsideofworkinghours.”

LauraHarding

EXProductScientist,

Qualtrics

04

Balance

Balanceisthemeasureofhowwellanindividualiscopingwiththedemandsofthejobthatrequiresustainedeffort.

Anemployee’sworkloadbecomesnegativewhenthedemandsandpressuresoftheworkloadexceedanindividual’savailabilityofresourcesandcapacitytomeetthem.Whenthesepressuresoutweighavailableresources,thisisassociatedwithnegativehealthoutcomes,suchasstress,anxiety,depression,orburnout.

Whatbalancelookslike

+Taskscanbecompletedwithinworkinghours

+Theamountofstressinyourjobismanageable

+Youhavetimeandenergyforactivitiesoutsideofwork

+Youspendlittleornotimeworryingaboutworkinyourpersonaltime

12

HOWALACKOFBALANCECANLEADTOBURNOUT

Whilehavinggoodbalanceisadriverofwell-being,alackofbalancecanindicatethepresenceofburnout.Likewise,whenemployeesexpressthattheirwork-relatedstresshasbecomeunmanageable,that’sastrongindicatorofburnoutrisk.

So,howdoemployeesgettothispoint?Tounderstandwhyemployeesgetburnedout,wecanlooktotheworkplaceculture.

Herearetwocommonclues:

01

Lookathowresultsareachieved

Ifgoingaboveandbeyondistheonlywayresultsareachieved,employeeswilleventuallyrunoutofenergy–andburnout.

Asin,atperformancereviewtime,ifemployeesarerepeatedlyasked,‘Haveyougoneaboveandbeyond?’–that’syourculturesaying,‘Gettingresultsmeansprioritizingworkinghardoveryourwell-being.’

Instead,ahealthyworkplaceculturemeasuresemployeeperformancebasedonoutcomesproduced,nothoursworked.

13

Withsuchvastgroupsofemployeesfailingtodisconnectandrestorethecriticalresourceswerequiretocopewitheverydaychallenges,it’sunsurprisingthatmorethanaquarterofpeople(27%)donotfeelrechargedandrejuvenatedaftertheirbreak.Thisinabilitytorecoverisabigcontributortoburnout.”

LauraHarding

EXProductScientist,

Qualtrics

02

Considerif/howmuchpeopletakevacationandlogoff

Anotherculturalindicatorofburnoutisnottakingtimeoffand/ornot

loggingoffwhileonpaidleave.

Accordingtoa

recentstudy

weconducted,justoveraquarter(27%)ofU.S.employeesusedalltheirallottedpaidtimeofflastyear.Andwhenemployeesdotaketimeaway,half(49%)saytheydoatleastanhourofworkaday.

Withouttheabilitytoreallyunplug,morethanaquarterofemployees(27%)saytheydonotfeelrejuvenatedaftertakingtimeoff,whichcouldbecontributingtoburnout.

ofemployeessaytheydonotfeelrejuvenatedaftertakingtimeoff,whichcouldbecontributingtoburnout.

27%

Inordertocreateacultureofwell-being,theremustbeachangeinhowworkgetsdone.

SECTION2

Exploringtheintersectionof

well-beingandDEIB

15

Exploringthe

intersection

ofwell-being

andDEIB

Ourin-houseteamoforganizationalpsychologistshasidentifiedfivekeyperformanceindicators(KPIs)and25driversofoverallemployeeexperience(EX),i.e.,outcomemeasuresthatindicatehowyourorganizationisdoingacrosskeyaspectsofEX.

EX25:Theholisticmethodology

forworld-classEXprograms

Wanttounderstandhowtodesignyourholisticemployeeexperienceforthenexteraofwork?GettheguidethatbreaksdownhowtopHRteamsaremeasuringtheiremployeeexperienceprogram.

LEARNMORE

Inthischapter,we’llcovertwoofthefiveEXKPIs–well-beingandinclusion–andhowthey’reintegralpiecesoftheemployeeexperiencethatarenotonlyconnectedtooneanother,butalsotothebusiness.

16

WELL-BEINGINCLUSION

Whatitis

Well-beingindicatestheabilitytowhichemployeescancopewiththedemandsandstressorsthatareplacedonthem.

Inclusionindicatesa

culturewhereemployees

fromallbackgroundsfeel

liketheybelong,canbetheirauthenticselvesandhaveequalaccesstoopportunities.

Whyitmatters

Inordertoshowupanddotheirbestwork,employeesneedworkingenvironmentsconducivetosupportinghealthylevelsofwell-being,sothattheyarenotatriskofburnout,presenteeism,and/orlowproductivity.

Inclusionisakeydifferentiatorbetweenapositiveworkingcultureandanegativeone.Inclusiveorganizationsaremoreinnovative,productive,andabletosolvecomplexchallengeswithagility.

Howit’s

measured

+Energy

+Positivity

+Relationships

+Equity

+Belonging

+Authenticity

WHATCANORGANIZATIONSLEARNABOUTWELL-BEING

FROMTHEIRDEIBINITIATIVES?

Overthepasttwoyears,therehasbeenanaccelerationoforganizationsmakingvisiblecommitmentstobecomemorediverse,equitable,inclusive,andfosteragreatersenseofbelonginginresponsetorapidshiftsinsocialexpectations.Thesecommitmentsaimedtorootoutthebarriersthatpreventemployeesfrombeingtheirfull,authenticselvesatwork.

Whatmanyorganizationshavelearnedisthatbeingawareof–andaddressing–thesystemicbarriers(e.g.,racism,patriarchy)facedbyunderrepresentedgroupsrequirestakingaholisticapproach.

Likewise,creatingacultureofwell-beingwilltakeacollectiveeffortacrossalllevelsoftheorganization.

17

18

HOWAREWELL-BEINGANDDEIBINTERCONNECTED?

Ofcourse,well-beingandDEIBsharemorethanstrategy.Theelementsofwell-beingareintimatelyconnectedtoDEIB,andviceversa.

Indeed,inclusiveculturesfosterbetterrolealignmentandemployeeresilience.Inclusiveculturesalsoofferbetterbalance,whereemployeesknowthey’resupported.

Inturn,cultureswithpositivewell-beingfosterDEIB.Highlevelsofwell-beingreduceinstancesofharassment,stereotyping,andracialdiscrimination.

BydrivinggreaterDEIB,you’llalsodrivebetteremployeewell-being.

THEINEQUITYOFWELL-BEING

Inlate2021,theXMInstituteconducteda

study

ofwell-beinglevelsintheU.S.Theresearchshowedthatwhilewell-beingimprovedformostpopulations,scoreswereunevenlydistributedacrossthepopulation.

Accordingtothestudy,well-beingimproved4percentagepointsforAfricanAmericansafteritsfallin2020;well-beingalsorose5pointsamongAsianAmericans.However,HispanicAmericans’overallwell-beingdroppedapointfrom2020to58%

19

Asian

Hispanic

66%

64%

62%

60%

58%

56%

54%

U.S.Well-beingIndexScoresbyEthnicity,2019–2021

52%

50%

201920202021

African

American

Caucasian

AllunderrepresentedgroupslaggedbehindCaucasianAmericans–agaporganizationsmustworktocloseiftheywanttoimprovewell-beingforallemployees,notjustsome.

Often,theprocessesthatneeddisruptingaretheonesdeeplyingrainedinthewayworkisdone.Organizationsshouldcontinuetochallengetheculture,thenorms,ideologies,andimplicitexpectationsthatmakeachievingahealthyworkenvironment

WHATWILLITTAKE?

Whenitcomestocreatingacultureofwell-beingandDEIB,manyorganizationsover-indexonthepoliciesandprogramsthatwillattractemployees,butdiscounttheideologiesandbehaviorswithintheculturethatmaketherealdifferenceinwhetherpeoplestay.

Fosteringculturesthattrulydrivewell-being(andinclusion)

willrequiredisruption.

Andthatmightmeanchangingthewayworkisdoneatyourorganization.

We’llcoverthistopicingreaterdetailinthenextchapter,butultimately,it’syourculturethatwillneedtochangeinordertotrulyfosterandsupportemployeewell-being(andDEIB).

unattainable.”

Dr.LindsayJohnson,Ph.D.

Sr.DEIProgramManager,

Qualtrics

20

SECTION3

Takingaction:Tipsfororganizations,leaders,andemployeestodrivepositivewell-beingatwork

22

Takingaction:Tipsfororganizations,leaders,andemployeestodrivepositivewell-beingatwork

Historically,employeewell-beingorwellnessprogramshavefocusedontheactionsindividualscantaketoimprovetheirownwell-being–e.g.,fitnesschallengesorseekingguidancefromanEmployeeAssistanceProgram(EAP).

Butimprovingemployeewell-beingrequiresamindsetswitch;onethat’sfocusedonassessing–andchanging–factorsliketheworkplaceenvironment,culture,andhowyourorganizationmanagesemployeeworkload.Indeed,thisisdifficultwork,andcan’tbecompletedasquicklyasrollingoutanewwell-beingbenefit.

Inchanginghowwethinkaboutemployeewell-being–andthus,howweimpactit–wechangethenarrativeaboutwho’sresponsibleforit.Ultimately,fosteringacultureofwell-beingrequiresaholisticandcooperativeapproachfromorganizations,leaders(andmanagers),andemployees.

Wetakeacloserlookatwhateachcandotodrivepositivewell-being,below.

WHATORGANIZATIONSCANDOTODRIVEACULTUREOFWELL-BEING

Thebigquestionorganizationsmustexamineis,whatisourculture?

Unpackitbyasking:

+Doesourculturesetemployeesupforsuccessinmaintainingtheirwell-being?

+Isitphysicallysafe?

23

Organizationscannolongersay,‘Here’swhatyouneedtodoasanindividualtoimproveyourwell-being’whilealsoaskingemployeestodelivermore.Ithastobe,‘Here’swhatwe’regoingtodoasanorganizationtosupportyoutobesuccessful.’”

Dr.CeceliaHerbert

PrincipalCatalyst,

QualtricsXMInstitute

+Isitpsychologicallysafe?

+Areourmanagersoverworkedandunder-resourced,andthusfilling

fromanemptycup?

+Arewerelyingonsustainedgrindingandlongworkhourstoachievesuccess

(i.e.,puttingourpeopleatriskforburnout)?

Thegoodnews?We’vebrokendownhowtogetstartedtakingaction

attheorganizationlevel:

+Conductaneedsassessment.Evaluateandassesswhatisgoingoninyourculture(includingtheanswerstothequestionsabove).Keepinmindthatthisneedstobemorethanafewquestionsonanannualsurvey.

+Leverageon-the-groundlistening,e.g.,roundtablesandemployeelisteningtools,totrulyunderstandhowyouremployeesarecopingandfeeling.

+Considertheframeworksyouneedto(re)buildtohelppeople.Forexample,whilemanyorganizationshaveseenpositivegainsfromaremote/hybridworkmodel,organizationsmustframetheparametersaroundittoavoidanalways-onmentality.

+Gotothesource.Tapintoemployeeresourcegroupsfortheirexpertise.Then,

leveragethoseinsightstoinformhowyoustrategizeanddesignyourwell-beingprogramsandinitiatives.

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Organizationsneedtorespondtoemployees’needsbecausethepowerhasshiftedtothecollectivevoice.Employeesareunifiedintheirshared(pandemic)experienceandthey’reaskingforthesamethingatthesametime–fortheirworkplacestorespondandadapttochange,sothattheycanbeproductiveandhealthyindividuals.”

Dr.CeceliaHerbert

PrincipalCatalyst,

QualtricsXMInstitute

+Setexpectationsaroundwhatwell-beingbehaviorslooklikeattheworkplace.

Encourageleaderstomodelthesebehaviors.

+Considerwhoandwhatbehaviorsarerecognized.Aregoalsonlyachievedthroughsustainedoverwork?Doyourleadersrecognizeemployeesforworkingallweekend?Or,doesyourculturereinforcethosewhowork(andachieve!)atasustainablepace?

+Provideleaderswiththeresourcestheyneed.Thisincludesboththetechnology

andthetalent.

+Getcreative.Establishnewsystemsandnorms,anddon’tbeafraidtoiteratewhen

somethingisn’tworking.

+Rememberthatwell-beingisnotthesameforallemployees.Well-beingin

traditionallymarginalizedgroups–suchaswomen,womenofcolor,peoplewithdisabilities,andthosewhohaveintersectionalidentities–canlookdifferentduetotheiruniquelivedexperiences.

Fixingtheculturebuildsthefoundationforpeopletoshowupanddotheirjobswell.Remember:Thisisnotanextraneousbenefit;it’saprerequisiteforproductivityandprofitability.

25

WHATLEADERSCANDOTOSUPPORTEMPLOYEEWELL-BEING

Thebigquestionleaders(andmanagers)mustexamineis,howdoweaccomplishourbusinessgoalsandsupportemployeewell-beingatthesametime?

Unpackitbyasking:

+Areourteamsadequatelyresourcedtoachievetheirgoals?

+Dowecontinuallythinkthroughwhichgoalsarethemostcriticalforourteamtofocus

on?Ifsomethinggetsaddedon,dowealsoidentifywhatisgoingtogetdropped?+Dowetakeaone-size-fits-allapproachtowell-being?(Hint:Thiswon’twork.)

+Dowerecognizethatemployees’well-beingneedsnotonlyvaryfordifferentpeople,

butalsochangethroughoutindividuals’lives?

+Arewetakingaproactiveorreactiveapproachtoaddressingwell-being?+Isemployeewell-beingframedasaperk,orasastrategicimperative?

Whenitcomestoaccomplishinggoalsandsupportingwell-being,therehastobebalance.Employeeswanttobestretched,andfeelenergizedandchallenged.Butthere’satippingpointintobeingoverwhelmedorfeelingburnedout.Andit’softenanoutside-of-worktrigger(e.g.,careresponsibilitiesorthepandemic)thattipsthescales.

26

Whenwepushpeopleandrewardthemfortakingontoomuch,eventuallyworkqualitysuffers.Instead,weneedtodefinewhatareasonableworkloadlookslike–andnormalizethatacrosstheculture.”

Weknowleadersandmanagersalreadyhavealotontheirplate.So,we’vebrokendownsomesimplestepsfortakingaction:

+Modelhealthywork-lifeintegrationandboundarysetting.(Hint:Thiswillhelpyoustrikeabalance,whilealsohelpingyouremployees.Win-win.)

+Getruthlessaboutprioritization.Therewillalwaysbenewgoalstoachieve,but

thinkthroughwhichonesarethemostcriticalforyourteamrightnow.Ifsomethinggetsaddedon,whatisgoingtogetdropped?

+Recognizeemployeesforprioritizingtheirwell-beingandsustainableworkhabits.

Thisreinforcesthatyoucanachievegoalswithoutburningout.

+Advocateforyourpeopletodrivesystemicchange.Listentoyouremployees’needsandconcerns,andthenuseyourpositionasapeopleleadertospeaktoyourownleadershipaboutwhatwillactuallydrivechange.

GrantGurewitz

SeniorMarketingManager,EX,

Qualtrics

27

WHATEMPLOYEESCANDOTOPRIORITIZETHEIROWNWELL-BEING

Thebigquestionemployeesmustexamineis,doIhavetheresourcesIneedtomeetthedemandsofmyworkload?

Unpackitbyasking:

+DoIhavetheflexibilityIneedtoachieveahealthyworklifebalance?+Canmytasksbecompletedwithinworkinghours?

+Istheamountofstressinmyjobmanageable?

+DoIreceivesupportfrommymanager?Doesithelpmebufferagainstdemands?

+CanIcopewithjobpressures?Arethereresourcesavailabletohelpme

whenIneedthem?

+DoIhavetimeandenergyforrejuvenatingactivitiesoutsideofwork?

Whenitcomestomanagingworkload,employeesandtheirmanagersneedtohaveaclearunderstandingandcompletealignmentonwhat’sthemostimportantworktofocuson(andwhen).Thatway,whensomethingnewcomesupasapriority,it’seasytoidentifywhatgetsswappedout.

28

Iffiguringouthowtobalancethedemandsofyourworkloadwithyourwell-beingneedsseemsoverwhelming–wegetit.Dipyourtoeinwiththesesimplesteps:

+Beclearaboutyourgoals.Thishelpsensurealignmentwithyourrole,andthatyourworkfeelsmeaningfultoyou.

+Setboundariesandsticktothem.Modelingthisbehaviorgivesotherspermissiontosetandsticktotheirownboundaries,too.(Andthus,helpsswaytheculture.)

+Createclearstart-andend-of-dayrituals,especiallyifyou’reworkingremotelyorinahybridmodel.Ritualscanincludegettingoutsideforawalk,cookingdinner,orenjo