Why workplace culture matters and the shifting role of employers

We spend a lot of time working. When not in the grip of a global pandemic, the average full-time employee works around 37 hours every week, Office for National Statistics (ONS) figures show. So, as anyone who has had a bad experience knows, being unhappy at work has a major impact on our health and wellbeing.

Factors that affect how we feel about our jobs tend to include our working relationships, whether our work has meaning, and the hours we are expected to do. However, arching over all such concerns is simply the way we are treated.

For employees who feel valued, work can be a fundamentally positive force. But for those who feel their efforts are not appreciated, it’s a cross to bear, not a place to shine. To encourage high levels of employee engagement and performance, employers therefore need to take a good look at their organisation’s values, leadership and culture – and act to improve them where they can.

The impact of social issues at work

Much as our working lives impact our overall wellbeing, social issues such as debt, domestic violence and mental health also have a profound effect on our performance at work. This has been particularly true recently, as the Covid-19 restrictions further blurred the lines between work and home life. Statistics suggest there is still a long way to go before employees’ wellbeing needs are met.

Only 27% of UK employees feel their employer cares about their overall wellbeing, according to a recent Gallup poll. The good news, however, is that a growing number of employers now recognise the value of benefits programmes offering financial education and advice, as well as support for those struggling with poor mental health.

According to insurance broker Willis Towers Watson’s Emerging Trends in Health Care Delivery (2021) research, 75% of UK companies plan to improve their mental health services in the wake of the pandemic. The fact remains, though, that unless company culture is conducive to a supportive working environment, even a first-class benefits programme is unlikely to have the desired effect.

The power of good line managers

Employers naturally seek-out performance. But pushing people without offering them the support they need to manage the associated stress and fatigue can lead to high levels of employee burnout – now classified by the World Health Organization as an “occupational phenomenon”.

It’s a common problem in the UK, especially at the moment. According to a Mental Health UK survey conducted earlier this year, one in five employees feel “unable to manage stress and pressure in the workplace”.

This is bad news for employers as well as their employees, as burnouts mean absences, underperformance, and the loss of talented, otherwise highly engaged individuals to rival companies. So, it is in employers’ interests to work towards achieving sustainable performance that avoids a destructive cycle of short-term gains and costly burnouts. And the best way to do this is to ensure workers feel valued and able to voice their worries and concerns.

How can this be achieved?

Employing good line managers is a great place to start. While statistics from CIPD’s Health and Wellbeing at Work 2021 research show that 25% of employees rarely or never have the opportunity to raise concerns or share ideas to improve the organisation, among those who do feel they have a voice, the overwhelming majority use it with their line managers.

Couple this with the fact your immediate boss, or line manager, has a massive impact on your working life, and it’s hardly surprising that Gallup’s State of the American Manager (2015) research indicates employee engagement is 70% influenced by line managers.

From signposting issues before they become crises, to promoting benefits and providing a bridge between employees and executives, line managers are a vital part of any supportive culture strategy.

Three steps to creating a more resilience workplace

By building a supportive culture, employers can cultivate the circumstances employees need to perform to the best of their ability long term. Here are three steps that businesses can take to achieve this:

Go beyond isolated initiatives – develop a business case and strategy for creating a supportive workplace environment.
Listen to your workforce – encourage two-way communication and give line managers the training and support they need to be your eyes and ears on the ground.
Aim high – don’t settle for a ‘do no harm’ approach, make changes that will truly help your people to flourish.

The author is Judy Parfitt, chief people officer at Vitality.

This article is provided by Vitality and originally appeared on Vitality Adviser Insights Hub.