In the dynamic and competitive landscape of the contemporary workplace, the expectation for robust well-being support has evolved beyond a mere preference; it has become an imperative criterion actively sought by individuals exploring potential job opportunities. Indeed, the evolution of worker well-being from a desirable perk to an unequivocal necessity underscores the transformative shifts in workforce expectations.
As societal consciousness surrounding mental health undergoes a significant expansion, a concurrent and disconcerting phenomenon has emerged within organisations – “people washing” trend. This term encapsulates the troubling practice wherein companies prioritise the facade of caring about worker well-being over authentically and substantively supporting their workers, casting a lingering shadow over the sincerity of organisational commitment to mental health initiatives.Â
Under the surface of polished policies and initiatives, an increasing number of companies prioritise gaining recognition over the genuine enabling of their workforce health and wellbeing. Whether it’s compliance checklists and training programmes designed to achieve compliments rather than authentic growth, or mere token gestures in feedback collection and conflict resolution, it’s clear that some organisations are more committed to projecting an image than to substantive practices.
As discerning professionals, we must navigate these shadows, distinguishing between those who are sincerely committed to wellbeing and those who use it as a calculated strategy to gain public recognition.Â
In the pursuit of a healthy organisation, it is imperative to examine the authenticity of the narratives of engagement, wellbeing, diversity and success that organisations showcase. Are these initiatives truly cultivating a thriving workplace or are they staged performances designed only to secure awards?Â
- Such organisational practices can lead to adverse outcomes among workers, creating environments characterised by heightened stress levels, an increased risk of burnout, and a growing disillusionment with the company.
- Prioritising the implementation of workplace mental health practices is essential, but, more importantly, understanding how to develop plans and activities with a genuine and positive impact is crucial.
- Organisations may resort to actions that initially appear adequate in the context of mental health but fail to address the issue, rendering them ineffective and, in some cases, an unnecessary expenditure.
- Designating specific days for mental health awareness serves little purpose when the organisational design and culture drive workers towards work overload.
- Similarly, crafting more flexible work models proves futile without a supporting culture and structure.
- Initiatives like offering free yoga classes or providing subscriptions to well-being apps can be supplementary, but they should never be perceived as central actions for promoting health in an organisational context. Â
To avoid falling into the “wellbeing washing” trap or allocating resources to ineffective measures, organisations must understand the needs of their workers and the existing workloads. Therefore, creating measures that can be useful in the medium and long term is crucial, as well as implementing strategies tailored to address psychosocial risks within the organisation.
Often, the organisational culture itself can pose challenges by leading workers to bear a heavier workload or even work during scheduled days off. Therefore, a comprehensive review of the organisational structure and work design, involving top management, leaders, and collaborators, is necessary.Â
Ensuring a sense of accessibility and a sincere commitment to health and wellbeing within the organisation is vital for all parties. Cultivating a culture of inclusion and belonging, consistently assessing wellness programs, and promoting transparent communication that acknowledges and supports are essential practices.
It is crucial for organisations to adopt a proactive stance toward wellbeing, emphasising initiatives that go beyond surface-level gestures to authentically contribute to the creation of a healthier and more supportive work environment over the long run.Â
References
Jeanne Meister. (2021). The Future Of Work Is Employee Well-Being. Forbes. https://www.forbes.com/sites/jeannemeister/2021/08/04/the-future-of-work-is-worker-well-being/
Oliver Gudgeon. (2023). What is wellbeing washing? How to avoid it, examples, and statistics. Clarowellbeing. https://blog.clarowellbeing.com/what-is-wellbeing-washing
Phoebe Armstrong. (2023). What is ‘wellbeing washing’, and how can leaders avoid it?. Hrmonline. https://www.hrmonline.com.au/topics/health-wellbeing-and-safety/what-is-wellbeing-washing-and-how-can-leaders-avoid-it
Westfield Health (2023). How businesses can avoid ‘wellbeing washing’. Westfieldhealth. https://www.westfieldhealth.com/blog/how-businesses-can-avoid-wellbeing-washing
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