You might assume that more well-being initiatives within an organization automatically lead to greater well-being, but research shows that the two are not inversely proportional. That’s because workplace well-being interventions primarily focus on the individual. They aim to give employees more energy and confidence, making them healthier and more resilient. There’s nothing wrong with that—on the contrary. However, the causes of work-related burnout primarily lie in the work environment, not in individuals. This remains one of the biggest misconceptions.
Tackling well-being at the root
If you, as an employer, want to implement an effective prevention policy for mental well-being, you need to focus on the team, leadership, and the organization. These levels hold valuable resources that can be leveraged. For instance: can employees turn to colleagues for support when struggling with a project or client? Do managers shield their team members from extra work when they are focusing on a crucial task? Are managers themselves able to maintain oversight and provide regular, high-quality feedback?
It’s essential to consider all these levels when assessing whether your company provides employees with sufficient autonomy, connection, and competence. One of the most robust findings in psychology is that when these three needs are met, people thrive, and instances of burnout and absenteeism are low. This is good news for companies because they have control over the work environment.
This focus on the work context is not new. Thirty years ago, the Belgian Act on Well-being at Work (1995) shifted companies’ attention from individuals to the work environment. Just as organizations before 1995 aimed to make the physical workplace as safe as possible (e.g., securing loose cables, warning signs for steps, adequate lighting), the Well-being Act called for similar measures to ensure mental safety. However, in recent years, we have returned en masse to an individual approach (e.g., learning to handle stress, saying no). It’s time to swing the pendulum back—placing more emphasis on the work environment to improve mental well-being.
From quick fixes to sustainable cultural change
Replacing a poorly placed manager has a far greater impact on employee well-being than a weekly fruit basket. But a fruit basket is much easier to arrange and causes less discomfort within the organization. Opting only for quick fixes, however, can be costly in the long run. The rising numbers of people on long-term sick leave due to burnout speak for themselves.
If you truly want to reduce long-term absenteeism, well-being must be embedded at all levels: individuals, teams, managers, and the organization as a whole. Research unequivocally shows that only companies addressing all these levels—the so-called IGLO model—are well protected against high rates of long-term absenteeism.
Workplace well-being requires more than a yoga workshop. It demands a fundamental rethink of how we collaborate and organize ourselves. Companies that understand this not only create a healthier work environment but also build a more successful organization.
