Beyond Mindfulness: Why Systemic Organisational Change Is Key To Workplace Wellbeing

Keywords: Mental Wellbeing, Sustainable Business, Organisational Change, Effective Systemic Initiatives

Author: Lisa Munro

Date: 17 January, 2024, Worklife Digital

The contemporary workplace is rife with initiatives promoting employee wellbeing. From mindfulness and yoga classes to resilience training and stress management apps, organisations are investing in programs aimed at boosting worker mental health. However, a growing body of research is casting doubt on the effectiveness of these individual-level interventions, suggesting that to truly make a difference, we need to shift our focus to systemic organisational change.

A recent study by William J. Fleming (2023) in the journal Industrial Relations* provides compelling evidence for this reorientation. Examining data from over 46,000 workers in 233 UK organisations, Fleming finds that participation in common individual-level wellbeing interventions, such as mindfulness training, wellbeing apps, and resilience programs, shows no significant improvement in subjective wellbeing indicators like depression, anxiety, and life satisfaction. These findings align with those of other researchers, who have raised concerns about the limited effectiveness of individual-level approaches in addressing the complex root causes of workplace mental health issues.

One of the key limitations of individual-level interventions is their failure to address the broader organisational factors that contribute to employee stress and burnout. These factors include:

- Excessive workloads and work-life imbalance: Unrealistic workloads, long hours, and a lack of clear boundaries between work and personal life can be major stressors for employees.
- Job insecurity and precarious work: The rise of precarious work arrangements, such as zero-hour contracts and temporary work, can create feelings of anxiety and instability, negatively impacting wellbeing.
- Toxic workplace cultures: Bullying, harassment, and discrimination can create hostile work environments that damage employee mental health.
- Lack of control and autonomy: Employees who feel they have little control over their work or decision-making are more likely to experience stress and dissatisfaction.

These organisational factors create a breeding ground for mental health problems, and individual-level interventions often do little to address them. For example, a mindfulness program might help an employee cope with the immediate stress of a heavy workload, but it will not do anything to change the workload itself. Similarly, resilience training might help an employee cope with a toxic workplace culture, but it will not do anything to change that culture.

So, what can organisations do to truly promote employee wellbeing? The answer lies in systemic organisational interventions that address the root causes of workplace stress and mental health issues. These interventions can take many forms, but some examples include:

- Empowering employees and giving them more control over their work.
- Valuing employee feedback and contributions around what’s not working and how to improve processes and productivity
- Setting clear expectations around roles and responsibilities, and what is required to be promoted
- Investing in training and development to equip employees with the skills and knowledge they need to thrive in their roles.
- Implementing policies that promote work-life balance, such as flexible working arrangements and leave provisions.
- Providing secure and stable employment with opportunities for career development.

These systemic changes are not always easy to implement, but they are essential if we are to create workplaces that are truly conducive to employee wellbeing. By moving beyond the hype of individual-level interventions and focusing on systemic change, organisations can create a healthier and more sustainable work environment for all.

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 lisa@worklife.digital

References

* Fleming, W. J. (2023). Employee wellbeing outcomes from individual-level mental health interventions: Cross-sectional evidence from the United Kingdom. Industrial Relations Journal, 1–21.