For Lean- and HR professionals this has been an obvious fact for years, but evidence has been scarce. Now things have changed. In the book “Why Workplace Wellbeing Matters”, the authors Jan-Emmanuel De Neve and George Ward are bringing strong evidence on the relationship between workplace wellbeing and company performance. Building on responses from more than 20 million workers worldwide, and just as important, comparable data as these have been provided by the job website Indeed, the book brings a convincing picture of the direct relation between wellbeing and financial bottom line.
”And so what ?” you may say. If we already knew this, why would this book make a difference? Truth is that many companies have not fully accepted this relation as a fact. If they had – why are we then still seeing the same picture again and again?
- Workplace wellbeing is not an integrated part of the company strategy – but often handled locally in the HR function
- HR is not represented in the management team on equal terms with the traditional CFO, COO, CCO, CIO etc. roles but merely as a service function to these
- In crisis situations the management team will rely on “well known methods” like headcount reductions, centralization of power and less freedom to employees – all of which are hurting workplace wellbeing and thereby earnings
- Lean programs are used for short term gains and headcount reduction resulting in reduced workplace wellbeing. (Done properly Lean will create value through increased workplace wellbeing)
With robust evidence on the relation between workplace wellbeing and financial results and now even supported by a business case, I wonder why companies are still reluctant to see employees as a key driver for business performance in line with technology, digitalization, footprint etc.. The expertice to execute is present in HR functions and by Lean professionals.
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