Are these wellbeing myths harming your workplace?

As hiring managers know, employee recruitment and retention has never been more challenging.

The pandemic has fundamentally changed how employees work. Faced with mass departures and disengaged staff, it’s little wonder Australian companies are seeking innovative wellbeing initiatives in an attempt to attract, retain and get the best out of their employees.

Yet, not all wellbeing initiatives are worthwhile. Some strategies could harm your company in the long term.

Here are five employee wellbeing myths that may be damaging your reputation while also costing your organisation time, money and the outcomes you need from your people.

The wellbeing myths

1. Myth: Paid time off cures burnout

   Over the past year, the global press has been littered with accounts of high profile companies ‘gifting’ their employees with paid time off in an attempt to curb burnout.

   A recent survey of 1,025 employees revealed that 42%took time off in the last 12 months because of concerns for their mental wellbeing and that 92% want their next employer to offer mental wellbeing support. Given these figures, it’s not surprising that many organisations have turned to paid time off as a quick fix.

   However, while paid time off may contribute to a more balanced and healthy workplace, it does not cure burnout.

   The problem of burnout is complex and is often a sign of deeply entrenched issues in the workplace. Until every risk factor is adequately addressed and fixed, any claim that employee burnout has been ‘cured’ will likely be premature.

2. Myth: Digital-only is the answer

   As the lines between personal and professional continue to blur, an increasing number of employees are calling on their bosses to provide mental health support. Self-help apps may offer employers convenience, accessibility and scalability.

   Digital tools should complement, not substitute, professional health care and robust clinical oversight. Research suggests that standalone digital interventions may further isolate individuals who need human connection the most.

3. Myth: Wellbeing cannot be measured

   Wellbeing advocates often focus on qualitative data to prove their business case, but budget holders prefer quantifiable metrics — to satisfy their due diligence. But a lack of consensus on evaluation tactics doesn’t mean that decision-makers cannot measure wellbeing initiatives.

   There have been at least 30 formal measures of wellbeing developed over the past 50 years, using different definitions and applied to a range of organisational settings. Employers may find it helpful to review existing measures to determine what would work best for their specific workplace.

4. Myth: Employees need psychological debriefing after traumatic events

   Employee support programs have long recommended that a psychologist or counsellor attend the aftermath of a critical incident or traumatic event. Yet, evidence suggests that psychological debriefing may do more harm than good and is not the best clinical practice.

   Psychological First Aid (PFA) offers an alternative, modern approach to critical incidents and disasters. PFA involves helping people feel safe, connected to others, calm and hopeful, and ensuring access to physical, emotional and social support.

5. Myth: Perks keep people engaged

   Out of the office, employee perks have become a blossoming industry. Third-party providers are promising everything from employee discounts to games arcades, puppytoriums, hair salons, in-office scooters, and even egg, sperm and embryo freezing!

   While perks may deliver bursts of happiness, they rarely keep people engaged and should never be a substitute for addressing deeper organisational issues. Workplaces are complex ecosystems, and many factors influence employee satisfaction and engagement — including the organisation of work, social factors at work, and the safety of the work environment.

So what can you do?

Workers’ wellbeing is critical in determining an organisation’s long term effectiveness. With increasing urgency, organisations now view employee wellbeing strategies as an essential operational tool.

Rather than risking ‘paralysis by analysis’ or falling prey to myths and misinformation, organisations must instead develop an evidence-based wellbeing strategy focused on long-term workplace resilience.

Some organisations may find it challenging to shift their focus due to a significant investment in existing employee wellbeing programs. However, there is a real opportunity for companies to move their attention away from shiny, new benefits and toward creating systemic change that is necessary to better support employees.