This Live Video was recorded for Hacking HR on March 17, 2021
The panelists emphasized that these terms have become clichés without meaningful action. Merely implementing a generic "wellness program" won't cut it anymore. It's important to recognize that wellness and growth mean different things to different people.
Assuming what employees need has led many organizations astray. We must pivot from one-size-fits-all approaches and instead, be curious about what genuinely matters to individuals.
Rather than focusing solely on rigid objectives and efficiency, we should strive for adaptable organizational systems that can handle disruptions. Building interconnected peer networks, sharing real stories instead of corporate jargon, and offering clear guidance with room for flexibility is key to unlocking potential.
We can't afford a "set it and forget it" mentality. As the world evolves, we must engage in ongoing collaboration with employees, adjusting our approach based on what works best.
It might be wise to retire overused terms like "wellness" and "well-being." Instead, let's focus on fostering healthy, holistic organizational ecosystems, moving away from trying to mold employees into a predetermined culture.
Here are some recommendations to consider:
Shift focus from wellness surveys to holistic examination of systems, processes, and culture.
Establish cross-functional peer networks for collaborative knowledge sharing and support.
Offer clear direction while maintaining flexibility to adapt to changing circumstances.
Design organizations for resilience and redundancy, not just efficiency.
Collaborate with employees through agile iteration to develop wellness strategies. This mindset shift is crucial.
Embracing curiosity, agility, and resilient systems is the path to sustainable growth for both our people and our business.