This article is the responsibility of Great Place To Work®

The last few years have been especially difficult for both organizations and employees due to the pandemic, rising costs of living and war. In this economic and social context, employee well-being has become a priority for the leadership of a significant number of companies. From this trend and to focus on health and well-being, in a broad sense, in work environments, the Best Workplaces™ Wellbeing were born, recognized by Great Place To Work®, in Portugal.

They are made up of organizations that prioritize the creation of positive, inclusive and supportive work environments for all employees, who thus have a sense of belonging and feel safe in being authentic, sharing their difficulties. They are environments that allow them to have a full personal life, accompanying their families in the most important moments and with time for leisure. These organizations are characterized by consistently placing employee well-being at the center of their organizational culture.

The analysis of more than 60,000 employee responses made it possible to identify the most important topics to guarantee and promote the well-being of national employees. These focus on 3 large areas that most impact the well-being of organizations: people management, work model and financial support.

Discover the list of the Best Places to Work in Wellness.

People Management and Concern for Employees

Many companies have already implemented multiple and diverse practices to promote the mental, physical and financial health of their employees. But while these measures may be important to ensure health and well-being, the action most desired by employees is much simpler.

Above any benefit, program or policy, employees, regardless of industry or company size, want leadership that is willing to listen and with whom they feel safe sharing their concerns.

It is not complex or expensive to create these moments of interaction. But these interactions are easily forgotten or postponed to make room for other activities (considered) more priority for the life of the company. Some leaders may assume that employees don’t want to talk about their lives outside of work (or that this is outside of their responsibilities). But often a personal perspective is exactly what is most important to people, especially in the most challenging or stressful times.

The Best Places to Work for Wellbeing™ are now underway:

As long as people managers have the necessary interpersonal skills and genuine interest, employees will feel supported and cared for, which improves the wellness experience and, in turn, productivity, retention and brand promotion.

It should be noted that a diverse set of benefits or measures does not matter if employees cannot take advantage of them. Organizations, before thinking about practices or actions that promote health and well-being, have to think about how they are managing people, assigning tasks and defining objectives. There is no point in having psychological support, participating in the gym, etc. if people become overloaded with tasks that go beyond their daily work day or if the objectives set are not realistic or humanly possible to achieve, generating stress, frustration and greater anxiety among employees.

Leadership must think, first of all, about the organization of work and people management and only then about the benefits that can support the creation of a healthy work environment. And this balance is difficult, being one of the opportunities for improvement even in Best Workplaces^M.T. Wellness, in which:

Work model and balance between personal and work life

Flexibility in work hours and location, autonomy, and work-life balance are some of the most frequently mentioned topics when addressing workplace well-being. And we cannot ignore that the balance between personal and work life is one of the main factors why employees remain in organizations in Portugal.

As remote and hybrid work models are implemented, opinions are divided within organizations. Some employees crave face-to-face contact, the hustle and bustle of the office and worry about “the risk of degradation” of culture as a result of remote work. Others fear that leadership will reverse remote work practices, reduce the number of days or limit them to specific groups, thereby reducing their autonomy and negatively impacting their work-life balance.

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Adopting a people-centered approach, Best Places to Work Wellbeing™ defined, above all, the hybrid work model, in order to balance operational performance, cultural and individual needs. In addition to the hybrid model, they promote flexible work schedules to facilitate personal life management (for example, taking children to school, avoiding peak hours, etc.).

Financial support and security

The continued rise in the cost of living has made financial well-being one of the biggest concerns for employees in Portugal. Employee feedback reveals a huge concern about money and how they will be able to cover their expenses, in many cases asking for immediate help, rather than long-term support to bolster financial well-being.

In addition to adapting its compensation and remuneration policy to the current context, Best Places to Work in Wellbeing™ also provides its employees with security and stability, often the basis of financial well-being. To the extent that:

Now, more than ever, businesses have a duty of care and personalized support to their employees. This financial support can be provided through legal and financial advice, salary adjustments proportional to the increase in the cost of living or premiums, new benefits, salary advances or subsidies, etc. Without this support, organizations risk losing productivity and seeing increased turnover as employees seek higher salaries or a better benefits package.

Get the report of this study and learn about the trends.

Get inspired by the best and promote well-being in your organization.

4 essential tips to create a healthy environment

1. Don’t offer wellness programs or benefits without doing the basics first.

Employees can have access to psychologists, physical activity apps and a variety of resources, but if the environment is marked by excessive pressure and work overload, it makes no sense. Organize and manage people and tasks correctly and fairly and only then think about the most appropriate practices aligned with the characteristics of your employees.

2. Ensure that all employees can access and enjoy the benefits and advantages

When employees work on holidays or weekends, or when they are under pressure to achieve goals and are afraid to take breaks or use their free time, internships may be great, but they will not be used or even able to achieve their goals. goals: objectives of providing well-being to all employees. Align expectations and set realistic goals.

3. Don’t “outsource” well-being, integrate it into the culture and the way you work

Less complex and sophisticated programs and smaller, more meaningful interactions: just ask how you are, etc.

4. Recognize that, although you have the duty to create a culture of well-being, the person primarily responsible for personal well-being is the employee himself.

Make the right tools and support available to your company’s employees.

Promote a climate of trust and openness, so that employees, when they have a problem, feel safe to speak up and know what resources they have at their disposal.

Make employees aware that well-being depends on them and that it is an individual concept, encouraging them to speak openly about any topic or topic.