In the first instance, as an area that helps create a non-perfectionist work environment and where it’s okay to be wrong. Traditionally, leadership styles often focus on punishing mistakes, discouraging employees who want to put forward proposals. Yet pandemic advocates are questioning the HR role from another angle, asking, for example, how do I help employees become fulfilled?
I heard this perspective from Maria Salanova, an expert in positive organizational psychology at Jaume I University, and it makes perfect sense to me.
For a workplace wellness approach to work, one of the most fundamental keys, which is not easy to achieve, is training managers to encourage employees to rediscover their purpose at work.
The key is to help the individual answer the question: “What helps me overcome what I do in the company?” By keeping this in mind, retention levels increase and thus help employees renew their sense of belonging, or not, to the job.
In Latin America, there is no conclusive correlation between employee well-being and productivity. However, the North American Employee Assistance Professionals Association, estimates that the annual average cost of disgruntled employees is $13 billion.
Salanova, through her research and model for ‘hero’ companies – which promote wellness through resilience, recognition, positive communication, among other factors – indicates that there is a return of $3.27 for every dollar invested in health promotion programs.
The happiest people are more secure in a team and more socially attractive and cooperative, as he notes in his research on healthy and resilient organizations. As HR, take stock and assess whether it is worth promoting welfare actions.
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