During the Learning Network 'Wellbeing Horizons,' we focus on understanding the underlying mechanisms, identifying prerequisites, and mapping out the various stakeholders involved in promoting workplace wellbeing. For this, we base our work on the Wellbeing Works research.
Work is not only part of the problem but also part of the solution
Research by Evangelia Demerouti shows that 70% of the causes of burnout lie within the organization, while only 30% lie with the individual. Business leaders and managers who are ready to face this reality are prepared for the next step in wellbeing improvement.
"Personal characteristics, such as significant life events or personality, still play a role, but this role is much smaller than that of the work environment. Work pressure, conflicts, task ambiguity, and leadership qualities have a significant impact on burnout. We must recognize that work is a crucial factor, but precisely because we spend so much time at work, work can also be part of the solution."
It is time to see work as a key to wellbeing, not just as a source of stress. Together, we can transform the work environment into a place where wellbeing flourishes.
Why do wellness interventions often miss the mark?
Work happiness is a shared responsibility between employers and employees, but in practice, employees often look to their employer for initiatives. Employers are willing to invest in wellness interventions, but why do they often seem to fail? Professor Kathleen Vangronsvelt has three compelling explanations:
- We don’t choose the right interventions.
- Interventions are usually limited to one level.
- There is no alignment between those involved in wellness.
These points emphasize that we need to revise our approach and prioritize evidence-based methods to truly improve workplace wellbeing.
1. Not the right interventions
Many wellness programs sound great on paper but lack a scientific basis and effectiveness. Employers often invest in trendy programs that have little impact.
💡 Tip: Critically evaluate wellness programs. Base your choices on solid scientific research and the specific needs of your organization.
2. Limitation to one level
Most wellness interventions focus solely on the individual, while work happiness is a complex interplay of multiple factors within an organization. By only addressing the individual, we miss the bigger picture.
💡 Tip: Use the IGLO model (Individual – Group – Leader – Organization) to implement interventions at multiple levels and achieve a comprehensive approach to wellbeing.
3. No alignment
There is often a lack of coordination between the different parties involved in the wellness policy. This leads to incoherent efforts that have little effect.
💡 Tip: Ensure an integrated approach where HR, leaders, and employees work together on a common wellness strategy.
No wellbeing without IGLOO
Approximately 80% of wellness interventions focus on the individual. If we truly want to make progress in wellbeing, we need to look beyond the individual and consider the entire work context. Nielsen's IGLOO model offers a practical framework to address wellbeing at four levels: individual, team, leader, and organization.
Conclusion
Do you want to really improve work happiness? Start with a critical look at your wellness interventions. Don't just focus on the individual; take the entire work context into account. Ensure alignment among all stakeholders and use the IGLOO model to guarantee a broad and effective approach. Start today by mapping out your current interventions and adjust where necessary. Together, we can create a workplace where everyone flourishes!