A recent joint report by two job providing website companies – Indeed and Forrester Consulting has found that more than 3 out of 4 of all workers in India reported low levels of wellbeing.

The global average of thriving employees (that is, employees who experience high levels of wellbeing) is around 25 percent. In India the above report translates it to 24 percent, making Indian organizations almost at par with global average of thriving employees.  

Work culture varies from companies to companies and countries to countries, and within the same company operating in different geographies.

What does it mean by high levels of wellbeing or thriving employees. University of Oxford Wellness Research Centre has outlined certain traits to categorise employees with high levels of wellbeing who ‘thrive at work,’ namely,

  • notable job satisfaction,
  • minimal work-related stress,
  • heightened positivity/happiness,
  • a distinct sense of purpose within their organisational role

The other aspects highlighted by the survey report were:

  • 67 percent or more employees mentioned that their employers are responsible for their wellbeing at work. These workplaces are marked by inclusivity, acceptance, respectful interactions, and supportive management.
  • Among the professionals surveyed, 93 percent reported their managers exhibiting empathetic leadership,
  • 87 percent of these professionals indicated that their managers lead by example.
  • 69 percent of surveyed employees noted that senior leadership in their organisations expects them to take on additional responsibilities.

Now, these findings in the survey are not seen often, as there are many studies on workplace culture in India that indicate otherwise.

People (including employees) measure their wellbeing status with their friends and colleagues. That is why wellness programs should include peers (at workplace) to compare themselves to.

Those who lead wellness programs should aim to raise the bar and devise strategies to incrementally improve the percentage of thriving employees in their organizations. 

“Wellbeing at work is an integral part of our daily lives, whether we’re working remotely or in the office. Our findings indicate that emphasis on wellbeing at work will only increase going forward,” Sashi Kumar, Head of Sales, Indeed India, said.

Everyone right from the top management to executioners and beneficiaries should interact to incrementally improve the percentage of thriving employees from the current levels.

Work culture varies from companies to companies and countries to countries, and within the same company operating in different geographies. This is because work culture is a reflection of the various norms and standards followed by its people. That is why customization of wellness programs is important.

Managers leading the wellness programs must consider local norms and a discussion with employees regarding what they want and share associated health benefits, both short-term and long-term. These are some of the recipes for success of a wellness program. 

The author believes that since wellness is all about health, non-medical managers leading a wellness program may make a big success out of it if inputs are sought from a doctor, or more specifically an Occupational Health physician. 

Running a wellness program is teamwork – and everyone right from the top management to executioners and beneficiaries should interact to incrementally improve the percentage of thriving employees from the current levels. Wellness programs have other agendas as well (stop smoking, weight reduction etc.) and all these must show an upward improvement trend. That is truly the success of a wellness program. 

Organizations must keep this in mind at the outset and regular interactions must take place between the person leading the wellness program, an Occupational Health physician (if he/she is not the one leading it) and most importantly with the employees. Employee feedback should be respected, and changes made as the program progresses. Wellness programs should be dynamic.

Finally, it is also important for decision makers to remember that people (including employees) measure their wellbeing status with their friends and colleagues. That is why wellness programs should include peers (at workplace) to compare themselves to. Every participant in a wellness program should be rewarded – those who are consistent, a little more.

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Dr Ajay Sati is an Occupational Health physician who prefers to describe himself as an Occupationist, to denote, ‘an expert in diseases and other concerns of occupations.’ Dr Sati has managed health and wellness programs in industries he worked, like the atomic energy, and energy (oil & gas) in India and overseas. An experienced virtual consultation expert he was involved in many greenfield and brownfield projects providing inputs from health point of view.