A Data-Driven Approach for Winning Wellbeing Strategies: A Path to Organisational Health

Research brief

Keywords: Mental Health, Evidence-based, Wellbeing Research, People Analytics

Author: Dr Anna-Rosa le Roux

Worklife Digital, 8 April 2024

In today's fast-paced corporate landscape, the pursuit of employee wellbeing has become a critical focus for organisations. However, despite increasing investments in wellness programs, many of these initiatives seem to fall short of delivering tangible benefits. Instead of being viewed as transformative beneficial interventions, they are often dismissed as mere financial drains. Recent studies however suggest that the majority of these wellbeing interventions lack robust data to substantiate their effectiveness. Moreover, they often offer superficial solutions that fail to induce meaningful change, treating symptoms rather than addressing root causes.

Amidst this backdrop of scepticism, research has highlighted the efficacy of data-driven approaches to employee wellbeing. Such strategies deliver substantial returns for both employees and organisations. Here, we delve into the key principles and findings of these data-driven approaches, shedding light on their potential to revolutionise organisational health.

Proper Diagnostic Measurement: At the core of a data-driven wellbeing strategy lies the concept of proper diagnostic measurement. Just as a physician conducts a thorough examination before prescribing treatment, people scientists analyse specific factors contributing to—or detracting from—wellbeing within a given context. Recognising that organisations are as diverse as the individuals within them, these approaches tailor interventions to suit unique organisational dynamics. By identifying underlying drivers of wellbeing, interventions can be tailored to address root causes, steering away from superficial "quick fixes" towards sustainable solutions.
Scaffold Intervention Design: Successful intervention design goes beyond diagnosis; it aims to elucidate the underlying phenomena and root causes driving wellbeing. Interventions crafted with this understanding are more likely to be effective, as they target fundamental issues rather than surface-level symptoms. For example, rather than merely addressing symptoms of burnout in middle managers, interventions would seek to utilise people analytics to understand why this demographic is more susceptible and implement solutions that tackle the underlying causes head-on.
A Systemic Lens: Achieving effective wellbeing outcomes necessitates a systemic perspective that balances individual and organisational accountabilities. Too often, blame is placed on individuals for their perceived lack of resilience or inability to manage stress. Yet, the role of organisational culture, management practices, and workload cannot be overlooked. A holistic approach acknowledges the interconnectedness of individual and organisational wellbeing, striving for equilibrium between personal growth and systemic support.

Quantitative Measurement of Wellbeing

The adoption of open quantitative models has enabled the measurement of individual wellbeing against established constructs in academic literature. Findings from these assessments provide invaluable insights into the current state of wellbeing within organisations. Notably, ongoing measurement via our WL-Q tool indicates a high level of functional psychological wellbeing among surveyed individuals (70%) (*Note: We utilised .5 standard deviation below and above the mean of the sample to report only the top (areas of strength) and bottom (areas posing a risk to wellbeing).

While this may be attributed to the demographic composition of the sample (internet-enabled European Executives, Senior Managers / Directors, Middle managers and employees), it also suggests a reservoir of psychological resources available to individuals, enabling them to navigate stressors effectively.

Key Factors Impacting Wellbeing positively

Research over the years has shown that a positive working environment and culture has a big impact on wellbeing in the workplace. These factors help people socialise, develop identity, build social connections and provide purpose, all protecting against negative mental health.

Creating such an environment requires a concerted effort to address immediate risk factors and identify areas where leaders and team members already thrive. Analysis of the latest WL-Q data reveals several factors significantly influencing mental wellbeing within the workplace. The three psychological constructs found to be most impactful in the WL-Q model are personal growth (87%), curiosity (82%), and certain aspects of boundary management (77% and 85% respectively).

Personal Growth: Individuals who feel their skills are utilised fully and have opportunities for learning report higher levels of job satisfaction and fulfilment. Investing in personal growth not only enhances morale but also mitigates burnout and improves job performance.
Curiosity: Curious employees, who seek to understand and adapt to changes in the business landscape, contribute to organisational growth and innovation. Cultivating curiosity fosters a culture of continuous learning and adaptability, positioning organisations to thrive in dynamic environments.
Boundary Management: Boundary management was significantly high and bolstered against stress as it helped people to have discipline to focus on the task at hand (77%) and also respecting other’s time commitments (85%). However, challenges arise when boundary management is weak and work encroaches upon personal space, blurring the lines between work and personal life. Organisations must prioritise personal autonomy and work-life balance to safeguard employee wellbeing.

Addressing Risk Factors

Despite significant gains in certain areas, our data also highlight critical areas of concern. Stress management remains a pervasive issue, with leaders and employees alike reporting low levels of proficiency in coping with stress (55%). This is an area that poses significant risk.

Similarly, social wellbeing scores indicate room for improvement, raising questions about the inclusivity and authenticity of organisational cultures. We measured low levels of social acceptance (52%) indicating a less favourable view, and a general distrust in others. Social acceptance is the social counterpart of self-acceptance., i.e. accepting others. Similarly, leaders and employees experienced a low sense of social integration (65%) and cohesion, not feeling that they belonged within a group, community or society in general on the basis of shared norms and values. When these relationships break down, we experience social isolation and a lack of meaning and support, posing a risk to wellbeing.

The last area of concern was around attachment (65%). Employees feel that they are not benefitting from authentic emotional connection in their relationships. This negatively impacts their sense of belonging. Unhealthy or toxic workplace cultures could contribute to a lack of attachment among employees. Factors such as ineffective communication, a lack of collaboration or instances of discrimination can create an environment where individuals do not feel emotionally connected to each other or the organisation. Building real connections where people genuinely care about each other builds a strong work family. A positive, supportive and connected culture is a foundation for long-term success, as it enhances employee engagement and resilience.

Conclusion

Investing in measurement of psychological wellbeing is imperative for safeguarding against the detrimental effects of stress in the workplace. However, this must be approached with a nuanced understanding of systemic drivers and validated diagnostic tools. A one-size-fits-all approach is inadequate in addressing the multifaceted nature of organisational wellbeing.

By embracing data-driven strategies and adopting a systemic lens, organisations can navigate the complexities of the modern workplace and foster environments where individuals can thrive. In doing so, they not only protect the health and happiness of their employees but also fortify the foundation upon which sustainable business practices and societal wellbeing are built

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at anna-rosa@worklife.digital