The 2022 Workplace Wellbeing Survey powered by the EMA and nib health insurance saw more than 1,200 people from senior management to frontline staff across small, medium and large businesses take part. Among other things, it highlighted that work is contributing to negative wellbeing physically, socially, emotionally and behaviourally. We are here to help you drill down into what these results mean, help you understand the impacts, and enable you to begin addressing to ensure a successful and productive workplace that supports your people the long-term sustainability of your business.
Through COVID we got to know our teams, but they also took on more responsibility, expectations increased and there were new workplace dynamics. That’s worn everyone out, has had a negative effect on 91% of employees in the three months to June, 2022.
of employees have experienced negative physical effects as a result of work at least once in the last 3 months
of people have experienced negative emotional impacts as a result of work
Everyone is talking about productivity, but has your organisation taken into account your people’s capacity and capability? Now is the time to examine the dynamics of how you are operating and look at doing things differently to address people’s overarching wellbeing.
of workplaces are embracing new ways of working well
of businesses are effectively promoting internal talent, this is down from 35% last year
Proactive leadership through change essential
The survey results highlight the benefits of being proactive, particularly through times of change, and timely response to What does a proactive business really look like? Wellbeing results highlight the need for timely responses, doing something about why people leave and actively making development plans with staff.
1 in 4
people say change isn’t managed well
1 in 3
in middle management says changed is not managed well
Middle management under extreme pressure
The lack of connectivity between strategy and operations has been a long-term issue for business and the survey results highlight that middle management are carrying that burden with less staff to help design, plan and implement but more responsibility to translate strategy and operationalise it.
of people say regular performance feedback and development reviews are important when looking at changing jobs
of people say they are not valued for their contributions to the workplace
Fighting the talent recession
Talent retention must be a priority, with seeing why people leave but doing nothing about it key to the survey results. People are willing to work hard, but they want to make it easier to work and want to be recognised for the work they do and what it takes to deliver it. 63% of people say understaffing is the strongest negative factor for wellbeing.
feel reasons why people leave are not addressed or managed well
of people say understaffing is the strongest negative factor for wellbeing
Ongoing coaching and development key
It just makes sense to build capability to drive productivity, but a coaching mentality is necessary to make this happen. It means thinking ahead about what it takes people to do their job - and be realistic about what it takes to do the job, and how people want to be developed, recognised and rewarded.
say a career development strategy linking to a recognition & rewards programme is important when changing jobs
Only 65% say they are provided with opportunities for development and advancement