On the business side, taking care of the well-being of employees has become crucial for several reasons – a fulfilled employee is generally more productive, creative and loyal to their company. In addition, with the evolution of employees' expectations, they are becoming more and more demanding about the role of the company in improving their well-being. Focus on the main emerging trends at the start of the year.
Democratization of Psychosocial Risks (RPS) and mental health issues
Today, 6 out of 10 employees believe that companies are giving more and more importance to their mental well-being. However, only 1 in 10 consider it “very easy” to discuss their psychological difficulties at work with their superiors or their HR team. Mental health – fatigue, stress, burn-out, depression – too often remains a taboo subject in France. If employers and/or HR often only notice the consequences – sick leave, high turnover, drop in productivity – to improve the well-being of employees, it is important to address the problems upstream. By taking a proactive approach, companies can promote the well-being of their employees and create a healthier workplace. This includes regular meetings with managers, training on PSR, psychological helplines, well-being programs at work, awareness-raising actions on physical activity, etc.
A new approach to the office, focused on employees
If teleworking persists and signs, the return to face-to-face work is still increasingly considered by companies. Hybrid work, combining teleworking and face-to-face work, has emerged as a new norm. This requires reviewing the offices to make employees want to come back, instead of imposing a too brutal return on them, without consultation. Many employees want to see in their redesigned offices convivial spaces for informal exchanges and private spaces to allow moments of intimacy – telephone conversations or needs to concentrate.
Without forgetting the possibility of carrying out well-being activities such as sport. This illustrates the importance employees place on initiatives to improve their mental and physical health, reinforcing the need for innovation in the design of post-Covid workspaces.
The importance of work-life balance
Work/life balance appears to be a key element of employee well-being, impacting employee satisfaction and becoming one of the predominant criteria after remuneration. The flexible work week, such as the 4-day week, is gaining ground, improving work/life balance. At the same time, other flexibility approaches, such as à la carte schedules, are also proving popular.
In this dynamic, practicing sports at work also asserts itself as an essential element to strengthen this balance. Companies, aware of the multiple benefits of sport – ranging from improving physical and mental health to stimulating team cohesion – are increasingly integrating physical activities into their work environment. Setting up sports sessions within the company, flexible working hours to allow more free time, partnerships with fitness centers, participation in sports costs via salary benefits… Opportunities for employees to disconnect, recharge their batteries and effectively manage stress – 80% of employees say they are ready to practice a sporting activity if it is offered in the company.
People at the heart of work
As professional aspirations evolve, the vision of management is undergoing a major transformation towards a more horizontal structure favoring communication and shared decision-making. Employees place those linked to well-being, such as encouraging the team and active listening, at the top of their sought-after managerial qualities. However, managers are feeling increasingly isolated, highlighting the need for greater support. The transformation towards a managerial model focused on “coaching” appears to be a solution to guarantee the well-being of employees and strengthen the effectiveness of teams.
CSR for well-being
41% of employees feel eco-anxiety, highlighting the need for concrete actions from companies to alleviate these concerns. CSR is a priority subject for 8 out of 10 employees, particularly among younger generations. Its concrete implementation promotes the development of employees, reinforces the feeling of belonging, and embodies the values of the company.
Gender equality, salary transparency, inclusion, transparency and encouragement of physical activity are now key elements. The environmental dimension of CSR would encourage 70% of employees to stay longer.
