Designing work for well-being

How can leaders tailor their programs to encompass a broader definition of well-being—one that includes not just safety, but also physical, financial, and emotional health?

Designing work for well-being

Organizations are continuing to realize the link between worker well-being and organizational performance—an overwhelming majority of respondents from the Deloitte 2020 Global Human Capital Trends survey marked well-being as a major priority for their company’s success. But what is well-being in the workplace? We explore this topic with Judy Fimiani, chief human resources officer at Learning Care Group. Hear how her organization made several key changes to build resilience among its teachers by changing everything from classroom design and curriculum to technologies and strategies. Plus, hear from Deloitte leaders on how to overcome common roadblocks associated with creating a strong well-being program.

Don’t forget to connect back to the worker’s needs and to not assume you know what those are. Assess more frequently, and don’t assume everyone is the same and has the same needs, and treat everyone the same.

2020 Global Human Capital Trends

Designing work for well-being: Living and performing at your best

Integrating well-being into the design of work itself can strengthen the link between worker well-being and organizational performance, supporting well-being not just for individuals, but also for teams and for the organization at large.

A memo to HR: Expand focus and extend influence

The future of HR must be one of expanded focus and extended influence: expanding its focus to encompass the entirety of work and the workforce, and extending its sphere of influence to the enterprise and business ecosystem as a whole.

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