As author Betty Bender once said, “When people go to work, they shouldn’t have to leave their hearts at home.” How can leaders create environments where employees feel engaged and inspired to bring their best?
In recent years, employee wellbeing has transitioned from being a peripheral HR concern to becoming a central element of culture and strategy. Recognising and prioritising employee wellbeing is under the spotlight more than ever – not only ethically, but as a core driver of engagement, retention, and overall organisational performance.
Awareness of workplace wellbeing challenges has heightened globally, amplified by the unprecedented pressures faced during the pandemic. According to a recent Deloitte survey, 63% of employees report mental health challenges and burn-out, a sharp rise that has been attributed by some to the pandemic’s disruption of traditional work patterns and increased isolation.
Jim O’Brien, Partner at Signium Ireland, elaborates, “Although COVID-19 had a big impact on employee wellbeing, I believe all the precursors to the wellbeing crisis we’re facing today were already there before 2020. The world may have fully recovered from the pandemic, but people still face relentless volatility, and many people do not have the resilience and adaptability to cope. What the pandemic did was fast-track our awareness of a growing problem.”
Top 10 causes of unhealthy stress in the workplace
Mental health is defined by the World Health Organisation (WHO) as a state of wellbeing in which people realise their potential, cope effectively with stress, and work productively. It profoundly impacts workplace dynamics. Ten of the leading factors that contribute to unhealthy workplace stress and burnout include:
- Lack of resilience: Resilience has been described as a “master competency for the 21st century”. In a world of rapid change, the ability to pivot is critical, but this is rarely taught or even coached. We owe it to our employees to help build this skill in the same way we do with professional and technical qualifications or people management.
- Lack of control: Limited autonomy in decision-making can increase stress levels. When employees feel they don’t have sufficient freedom, influence, or independence to make meaningful choices in their work, it can cause frustration and anxiety.
- Insufficient recognition: Feeling undervalued or unappreciated can diminish motivation and increase burnout risk.
- Poor workplace relationships: Regular conflict or a lack of support from colleagues and managers can contribute to unhealthy stress.
- Unclear job expectations: Ambiguity about job responsibilities and what success looks like can lead to confusion and feelings of pressure.
- Unfair treatment: Perceptions of inequity or bias in the workplace can erode trust and lead to unhealthy levels of stress.
- Unsustainable workload: Unreasonable work demands are often due to not investing in sufficient resources or knee-jerk job cuts without a real plan to resource key activities. This can lead to burnout, ironically – particularly in high-performing employees who do not want to “let the side down”.
- Job insecurity: Uncertainty about job stability can cause chronic stress as people often feel powerless to positively impact their future in the face of macroeconomic volatility.
- Unrealistic expectations: Expectations shape how we show up to work, and when they clash with reality, the fallout can affect confidence, performance, and overall wellbeing.
O’Brien elaborates: “We live in the gap between expectations and reality – this is a common saying that I particularly like. Employees often enter the workforce with wildly unrealistic expectations. This is especially true of Gen Z. In one of his talks, Simon Sinek gets to the heart of this dynamic, articulating that we must educate both Gen Z employees and older generations so that this ‘gap’ is closed and employees feel supported.”
- Lack of career development: A workplace that offers limited opportunities for growth can leave employees feeling stagnant, undervalued, and disconnected, significantly raising their risk of unhealthy stress and burnout.
The growing focus on wellbeing as a leadership strategy
The active involvement of organisational leaders in wellbeing initiatives directly correlates with reported employee wellbeing. One UKG Workforce Institute survey reveals that managers have as much impact on people’s mental health as their spouse (both 69%!), and even more of an impact than their doctor (51%) or therapist (41%). Furthermore, research published in the Journal of Occupational Health Psychology found that employees working under fair, empowering, and supportive leadership exhibited a lower risk of unhealthy stress at work.
Leadership behaviours set the tone for workplace culture, and executives play a critical role in establishing psychological safety and reducing stigma around mental health discussions. Employees who feel supported by their leaders are more likely to engage deeply in their work, display creativity, and demonstrate resilience in the face of challenges. Furthermore, companies that prioritise employee wellbeing report reduced turnover rates.
O’Brien emphasises that employee wellbeing is an investment: “Although it requires effort and some budget, embedding wellbeing into leadership practices does more than merely enhance employee experience. It also enables long-term business success. As people are the lifeblood of an organisation, it does not make sense to let your people burn themselves out.”
Effective strategies for promoting wellbeing in the workplace require thoughtful planning, proactive measures, and ongoing commitment from leadership. Organisations can consider the following three comprehensive approaches as a starting point to significantly enhance employee wellbeing and foster a supportive workplace culture.
1. Implement highly visible wellbeing programmes
Proactivity is vital to improve wellbeing systematically. One company that leads the way in implementing employee wellbeing programmes is Unilever. They prioritise their people’s wellbeing through highly visible initiatives:
- Lamplighter Programme:
Offers mental health first-aid training, mindfulness and stress management resources (including leading apps like Headspace), and fosters open dialogue around wellbeing.
- Mental Health Champions:
Empowers over 1,000 employees globally to become mental health advocates, promoting supportive workplace discussions and providing safe spaces for employees to express concerns around their wellbeing.
Unilever’s efforts have yielded an astonishing 25% reduction in absenteeism related to mental health issues, a 12% increase in productivity within key departments, and a 20% reduction in workplace stress levels among participants.
2. Provide access to supportive resources
Employee Assistance Programmes (EAPs) are practical resources that can support employees. Companies offering workshops on stress management and resilience also report improved overall productivity and coping capabilities among employees.
3. Encourage flexible working
Flexible work arrangements and leaders who encourage taking regular breaks can alleviate unhealthy stress. A Deloitte survey found that 94% of respondents say they would benefit from work flexibility, with the top gains being improved wellbeing and better integration of their work and personal life.
“Even simply encouraging people to take time off and disconnect goes a long way in promoting happiness at work,” says O’Brien. “A reminder from leadership to rest is a small, yet meaningful gesture that employees value. It also gives people a sense of freedom to take those breaks, which are badly needed, knowing that their leaders care about their wellbeing.”
What are the major challenges in implementing wellbeing initiatives?
More organisations are beginning to recognise the value of wellbeing initiatives and empathetic leadership styles. However, successfully implementing these programmes often involves navigating significant practical and cultural hurdles.
“Anything worth the time, takes time,” says O’Brien. “You need to put effort and focus behind wellbeing, but it doesn’t need to be elaborate or over-engineered. You can leverage the multitude of external resources that exist these days rather than reinventing the wheel.”
1. Entrenched workplace culture
Established organisational norms may stigmatise mental health discussions, making employees reluctant to participate. Overcoming deep-rooted attitudes requires consistent leadership efforts.
O’Brien shares a personal experience, saying, “A friend working in a major multinational company recently described to me that talking about workload concerns or mental health challenges at work had been acceptable for a couple of years – until the business came under financial pressure. Then people were essentially told to ‘suck it up’. Lack of genuine commitment and support is the death knell of employee wellbeing.”
2. Lack of leadership buy-in
Without clear and visible support from senior leadership, wellbeing initiatives often fail to gain momentum. Leaders who do not prioritise wellbeing or openly model healthy behaviours can undermine the effectiveness of excellent programmes.
3. Inadequate training and support
Managers and HR professionals may lack the necessary training to recognise signs of unhealthy stress, or they may inappropriately respond to employee needs, potentially exacerbating issues or causing further mistrust.
4. Privacy concerns
Employees often have concerns regarding confidentiality and potential career repercussions of admitting mental health challenges. This can lead to low engagement with available resources. It is imperative that confidential support is provided.
5. Communication is key
Ineffective communication, including inadequate awareness campaigns around available support and resources, can result in low utilisation.
How leaders foster a supportive working environment without spending a fortune
C-suite executives are in a unique position to profoundly influence organisational culture, simply through the act of leading by good example.
1. Modelling healthy behaviours
Leaders must exemplify the behaviours they wish to encourage. By visibly prioritising their own wellbeing, executives foster openness and reduce stigma around mental health. A Forbes article titled Vulnerability Could Be One Of Leaders’ Greatest Strengths emphasises the impact that leadership vulnerability has on creating psychologically safe workplaces.
“When leaders model vulnerability, they lay the foundation for openness, trust, and genuine collaboration throughout the organisation,” says O’Brien. “A psychologically safe workplace is one in which employees feel empowered to share diverse opinions, respectfully challenge the status quo, and explore risks without fear of repercussions. This environment is the foundation of trust, collaboration, and innovation.”
2. Creating open communication channels
When leaders appear unapproachable, or channels of communication make it difficult for people to address concerns, it sends a message of apathy and indifference. Open, empathetic communication is essential. Regular check-ins can make employees comfortable discussing their concerns openly, allowing for timely support.
3. Equipping Leaders with the required skills
Enabling leaders to identify and address unhealthy stress and burnout in their teams is vital for maintaining a healthy workplace. This can include:
- Identifying signs of burnout: Leaders can learn to recognise common burnout symptoms such as reduced productivity, disengagement, and behavioral changes, so that timely support can be offered.
- Effective communication skills: Managers should develop empathetic communication and active listening skills in particular. This fosters trust and creates a safe environment for discussing wellbeing.
Irish employers can be pioneers in wellbeing
Ireland’s National Workplace Wellbeing Day, hosted annually by IBEC, shines a spotlight on the increasingly strategic role of employee wellbeing. Held this year on April 30th, the day reflects a growing recognition among Irish employers that wellbeing is not a “nice to have” – it’s essential to building resilient businesses. Active IBEC members like Glenveagh and Eli Lilly provide real examples of how focused wellbeing programmes can be integrated into culture and operations, for the benefit of all.
Glenveagh Properties: Building a culture of openness and care
Glenveagh Properties has created a dedicated wellness strategy supported by their “YourHealth” and “YourVoice” programmes. These include mental health awareness campaigns, manager toolkits, and company-wide wellbeing initiatives such as step challenges and health screenings. Their wellbeing strategy is championed by senior leadership, helping to foster a culture of transparency, engagement, and psychological safety.
- Recognised as a Great Place to Work by the Great Place to Work Institute, with measurable increases in wellbeing (+3%) and employee engagement (+3%).
- Achieved a stronger EVP, which has improved talent attraction and retention.
- Introduced more diverse wellbeing offerings, resulting in higher benefit uptake and greater employee awareness.
Eli Lilly: Aligning global standards with local action
Eli Lilly’s operation in Ireland has implemented a multi-pronged wellbeing framework that addresses physical, social, financial, and emotional health. Their programmes include mental health first aid training, wellbeing webinars, and access to resilience-building tools for both employees and managers. As a Healthy Workplace Award recipient, Eli Lilly Ireland serves as a local example of how global health standards can be embedded at a national level.
- Increased employee physical activity through active use of the on-site Fitness Centre.
- Contributed to lower absenteeism rates across the organisation.
- Strengthened internal cohesion and talent retention by fostering meaningful workplace relationships.
In the words of Irish business titan and former Wates Group CEO and Chairperson, Paul Drechsler, “Good health IS good business.”
“Some companies invest a lot of money in employee wellbeing,” mentions O’Brien. “From free memberships to fitness facilities to on-site daycare and pet-at-work programmes. However, not every company can afford these measures. What’s important for leaders to remember is that genuine effort to support employee wellbeing visibly is what matters. No matter what the budget looks like, caring for people is vital and the time and effort it takes is time and effort well spent.”
Placing value on wellbeing is not just a “nice thing to do”. It constitutes a strategic advantage, one that creates resilient, engaged, and highly productive teams. Leaders who promote wellbeing cultivate work environments where people feel safe to grow, contribute, and innovate. When employees feel supported and happy, they perform better and engage with passion – and that’s when good health truly becomes good business!
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About Jim O’Brien
Jim O’Brien leads executive searches for Board members, CEOs, CFOs, Commercial Directors, and HR Directors, among other leadership roles. His clients operate in a broad range of industries, including Consumer, Industrial, Financial Services, and Technology.
An accomplished former HR leader with 25 years’ experience in the function spanning global multinationals, including Diageo, Corus Group and Aramark, Jim also worked with major Irish organisations including Bank of Ireland and DAA. He has worked internationally in the US and the UK and performed a global leadership role spanning Europe, Africa, and the Asia Pacific.
A law graduate from Trinity College Dublin, Jim has also been a Non-Executive Director and Chairperson in the disability sector.
www.signium.com
