Since the MAD World Summit was launched in 2018, we’ve been on a phenomenal journey. Accelerating the shift from stigma to solutions and doing our part to ensure every employer has the insights, inspiration and contacts they need to make a difference to workplace culture, mental health and wellbeing.
Many leaders now understand that it’s OK not to be OK. They also recognise that the agenda is much wider than quick fixes.
It’s about taking an inclusive, preventative approach and ensuring holistic programmes are in place that support mental, physical, financial and social wellbeing.
“Real progress also requires health and wellbeing to be embedded as business as usual, right across the organisation. As well as the provision of policies, guidance and training that underpin a strong and supportive workplace culture”.
Claire Farrow, Global Head of Content, Make A Difference.
To reflect this evolution, we’re expanding the MAD World Summit to become a FESTIVAL of workplace culture, health and wellbeing – incorporating four separate Summit events into one day – each catering to different information needs:
The Make A Difference Leaders’ Summit – Driving excellence in workplace culture, employee health and wellbeing: Two tracks of leading-edge content, showcasing best practice in strategy and delivery, profiling thought leadership and enabling attendees to stay one step ahead in the fast-evolving world of workplace culture, employee health and wellbeing.
The MAD Legal Industry Summit – Strategies to improve mental health and wellbeing across the legal sector: A one-day Summit bringing the different elements of the law profession together to discuss key issues and decide the best way forward to make the law a healthier profession.
The MAD Construction Summit – Building better mental health and wellbeing across construction’s workforces: By providing best practice, toolkits and case studies, this Summit will demonstrate how organisations from across the construction sector can embed a continuous and comprehensive approach to ensure no-one reaches crisis point and mental health awareness becomes everyone’s issue.
The MAD DE&I Summit – Investing in a future where diversity, equity and inclusion are the cornerstone of a thriving workforce: Building on the success of last year’s DE&I Symposium, which demonstrated the powerful connection between DE&I and wellbeing, we’ll be bringing together leaders to foster the collaboration that’s needed to create inclusive workplaces where all employees can thrive.
For employee wellbeing initiatives to have real impact we need to break down silos and collaborate across departments.
Harnessing the power of business, the MAD World Festival will convene a range of leaders from across sectors, including HR, Benefits, Finance, DE&I, L&D, Health & Safety, Occupational Health, Culture & Transformation, Engagement, Talent and Communications.
Wherever you are on your employee wellbeing journey, join us for the premier B2B event for cross-sector collaboration, inspiration and to find the right solutions for your organisation – now, and for the future.
Meet the people developing the most progressive approaches to workplace culture,mental health and wellbeing
COLLABORATION
Share knowledge in real-time with our cross-sector, cross-function network of like-minded speakers, exhibitors and attendees.
ACTION
Tell your colleagues and book a group pass. Get practical insights to take back and adapt to your organisation.
Latest Make A Difference News
A survey of 8,000 UK adults has highlighted an increase in mental health transparency in the workplace.
This year, 32 percent of UK employees said they called in sick due to poor mental health but gave another reason*. While this is still over a quarter, it’s lower than the findings from Nuffield Health’s 2023 report, with the percentage last year being 35 percent.
Nuffield Health’s 2024 Healthier Nation Index, which draws on research undertaken between 14 February and 1 March 2024, also revealed that 56 percent went to work despite poor mental health – down seven percent from last year (63%).
Step forwards
While it’s clear that stigma still acts as a barrier to open discussions between employees and employers about their mental health at work, the improvement indicates a positive step towards better communication, with people getting more comfortable admitting they need rest, emotional support and time away from their desks.
But, in line with this year’s theme for Mental Health Awareness Week, Movement, where people are being encouraged to move more for their mental health, Nuffield Health’s 2024 Nation Index revealed that while mental health transparency is on the up, there’s a lack of support in regards to time to undertake physical activity. Nearly half (45.70%) of respondents said that lack of time due to work acted as a barrier, with 42.91 percent stating more time should be put aside for it.
With low physical activity and poor mental health undoubtedly linked, employers must listen to their needs to foster a positive and more transparent culture.
In our article “How can employers use physical health as a portal to good overall wellbeing?”, Ruth Pott, from BAM UK&I explains that she has found physical health to be a great gateway to general wellbeing, recently launching ‘Get BAM Moving’ with the sole purpose of inspiring and engaging its employees to take ownership of physical health.
Lisa Gunn, Mental Health Prevention Lead at Nuffield Health, commented: “We call on workplaces to encourage their employees to look after their bodies and minds”, explaining how spending just five extra minutes on personal wellbeing a day can significantly boost mental and physical health.
Three ways to help employees get moving
Here, Lisa offers advice on how employers can approach the situation at hand:
1. Take a holistic approach to fitness
In the past year, 46.20 percent said work had negatively impacted ** their physical/mental health, so companies recognise the connection between physical and mental wellbeing.
While the benefits of regular exercise are well documented, there is less awareness and understanding of this inextricable link.
It’s well known, for example, that physical exercise releases ‘feel good’ chemicals such as endorphins and dopamine, which make us feel positive and relieve stress. The benefits of ’emotional fitness’ on physical health are less widely known.
There is an inseparable link between physical and mental health, and, as such, a holistic approach is much more likely to result in healthier outcomes than by making artificial distinctions between mind and body. Focus on one above the other can lead to unhelpful behaviours and negative cycles, which can be difficult to break.
Spending five minutes talking to employees struggling with their mental health and discussing their preferred methods of coping can have a positive impact. This may allow them to reflect on their needs for increased physical activity and allow you to accommodate those needs where necessary.
2. Consider flexible working solutions
It’s encouraging that more employees feel comfortable admitting they need time off work due to mental health. However, it’s no coincidence that those with flexible working admitted to better physical fitness (43.60%) and better physical (42.58%) and mental health (38.77%).
Our study shows that most working individuals agree that employers should make work patterns more flexible to allow more time for exercise (46.81%).
Workplaces should recognise that not everyone has free time to exercise in their average day, particularly those with additional responsibilities, such as working parents or part-time carers.
Not only that, offering flexibility can enhance employee-employer relationships, as employees granted flexibility are more likely to feel like their needs are being heard, which has not only proven to increase productivity but can also help to increase transparency in future situations.
3. Promote movement
According to the World Health Organisation, individuals of all age groups are advised to target a minimum of 150 active minutes per week. For added health benefits, this duration can be increased to 300 minutes weekly.
While some employees are actively asking for more time for physical activity, our study revealed that 39 percent say they want employers to do more to support them to exercise.
This can be as simple as promoting regular exercise in morning meetings, sharing information about local gyms or fitness classes to be distributed around the office or over email, or even organising company socials that involve physical activity.
In just five minutes, managers can also arrange, or raise awareness of, employee wellbeing offerings. This may include subsidised gym memberships that encourage regular exercise or full health MOTs in the office where health professionals can identify individuals’ physical risk factors. Similarly, access to CBT and Employee Assistance Programmes (EAPs) allows employees to speak with mental health experts to understand and combat negative thinking patterns.
You can see the full findings of Nuffield Health’s latest Healthier Nation Index here.
“As the world changes, individuals at all levels must embrace the reality that the skills and competencies that brought them success in the past may not suffice in the future” – Asad Husain.
With technological advancements, shifting political and economic terrains, and evolving societal norms, the world of work as we know it is changing, which is why we also need to change with it. This Learning at Work Week Career and HR expert Asad Husain emphasises the importance of reskilling and upskilling throughout one’s career to remain relevant and involved at work.
Learning at Work Week takes place 13th-19th May 2024 and its purpose is to spotlight the importance and benefits of continual learning and development. The theme for 2024 is “Learning power” which explores how lifelong and continual learning can give people the power to change, grow and achieve their individual, team and organisational goals.
Asad Husain, author of “Careers Unleashed” and a four-time Chief HR officer, with over 30 years of experience working for blue chip companies such as Procter & Gamble and Dun & Bradstreet understands the importance of continual learning and development, and how it can make the difference between a successful and unsuccessful career.
“Continually enhancing your skills and knowledge as a key component of both personal and professional development. This includes keeping up with industry trends, unlearning skills no longer required and upskilling in emerging areas. This ensures you can clearly articulate your value to an organisation and increase your ability to drive change”.
Drawing on his extensive experience, Asad has identified four key elements individuals need to embrace to continuously learn and develop throughout their career:
1. Embracing transformation
The dawn of automation, artificial intelligence, and digital transformation necessitates a fundamental reevaluation of one’s skills and competencies. Those who are stuck to outdated tools and methodologies risk being left behind in an era characterised by agility and adaptability. We must embrace a continuous transformation approach in the face of constant disruptions.
Embracing a growth mindset and actively seeking out opportunities for professional development is an essential part of adapting to these changes. Whether mastering new technologies, staying abreast of industry trends, or acquiring advanced certifications, the journey of upskilling is a lifelong commitment that will separate dedicated workers from the rest.
2. Unlearning
Unlearning is an important step to increasing our capacity to learn new things. Despite how dynamic today’s work environment is, many seasoned individuals are still entrenched in strategies and approaches that used to bring success. Reliance on familiar tactics can offer security, but it also risks stagnation in a landscape that is constantly changing and innovating. Failure to adapt can lead to missed opportunities and waning relevance. Therefore, unlearning – the discarding of obsolete knowledge, practices, and assumptions – is essential for individual and organisational success.
Unlearning challenges traditional notions of learning, which focuses on acquiring new knowledge or skills and a mindset of openness, curiosity, and continuous growth. Instead, unlearning involves consciously discarding outdated beliefs, behaviours, and perspectives to make room for new insights and approaches.
This is a crucial foundation for effective upskilling and reskilling. Unlearning empowers you to challenge the status quo and ensures you’re ready to navigate future challenges and opportunities with confidence and resilience.
3. Where should you upskill?
It is essential to upskill in areas where individuals already have some proficiency but need to enhance their capabilities further to keep up with evolving trends and technologies. In today’s context, technology is advancing rapidly, therefore upskilling areas might include digital literacy, a skill everyone must continually enhance if they wish to be able to understand and leverage emerging tools and platforms effectively.
Data analytics is also an important area to upskill in as this is becoming increasingly critical for decision-making. Upskilling in data analytics would allow leaders to derive actionable insights and drive informed strategies.
Thanks to technology today’s world is interconnected, and cross-functional collaboration is almost unavoidable. Most people collaborate across diverse teams and disciplines, therefore upskilling in areas like cross-cultural communication, team dynamics, and conflict resolution will be extremely beneficial. Enhancing collaboration and driving better outcomes.
Finally, developing soft skills such as emotional intelligence is also important, focusing on aspects such as self-awareness, empathy, and relationship management. Individuals should upskill in emotional intelligence to build trust, encourage others, and navigate complex interpersonal dynamics.
4. Reskilling
Reskilling involves acquiring entirely new skills or competencies to adapt to changing roles or industry demands. In today’s fast-paced environment, individuals may need to re-skill in areas such as digital transformation. This may involve learning about emerging technologies, such as artificial intelligence, the Internet of Things, or blockchain, and understanding their implications for your role, your business and operations.
In an increasingly diverse and multicultural world, individuals should also re-skill in inclusivity to enable environments where all employees feel respected, valued, and empowered to contribute their best work.
Finallyas environmental and social issues continue to gain prominence, individuals must re-skill in corporate social responsibility and sustainability practices to influence positive social impact and long-term sustainability within their company. A skill essential to ensuring a business’ future.
“Overall the imperative for individuals to unlearn, re-skill and upskill goes way beyond individual professional development. This is a strategic imperative for organisational resilience and competitive advantage. By embracing transformation, unlearning outdated practices, upskilling existing skills, and reskilling to acquire new skills, individuals can position themselves and their organisations for sustained success in an era of change. Practices that should be embraced both inside and outside of Learning at Work Week”.
About Asad Husain
Asad Husain is a four-time Chief HR Officer and future-focused HR leader who is passionate about inspiring and influencing people worldwide to achieve their career aspirations. He has lived and worked in the USA, UK, UAE, Russia and Pakistan during his career, and has held global HR responsibilities at times, contributing to both organisational growth and the individual success of his companies’ employees. His varied experience, guidance from many good leaders, and his continuous desire to learn and grow have enabled him to learn the art of building a successful career.
Holding over thirty-one years of experience, working for companies such as Gillette Company, Procter & Gamble, Dun & Bradstreet, and Del Monte, Asad is keen to share his global learnings to inspire success and help others reach their full career potential.
Asad’s new book Careers Unleashed is the answer for those who feel like they are sleepwalking through their careers, who are feeling purposeless and unmotivated in what they do. Throughout, Asad guides readers into not only finding success at work but also fulfilment, exploring how people can better understand themselves so that they can align their goals and passions to find their north star and unlock purpose in their career. You can find the press release here.
As Learning at Work Week ends, we celebrate the insights and skills gained. Let’s continue fostering a culture of growth and innovation, applying what we’ve learned to drive our collective success.
NHS Charities Together launched this week a £16m Workforce Wellbeing Programme to support NHS staff across the UK. The ambitious programme, which is being announced at the charity’s annual member conference for over 230 NHS charities, aims to improve NHS staff health and wellbeing, in turn making sure patients are provided with the care they need.
Initial funding and future aspirations
NHS Charities Together will commit an initial £6.0152m to support healthcare staff across the UK, with the fund being shared proportionately across the four nations, along with aspirations to fund a further £5 million over the duration of the programme.
In England the independent charity’s contribution will be match-funded by NHS England who will contribute £5 million to the programme as part of its Long Term Workforce Planto support staff wellbeing.
The Workforce Wellbeing Programme will run for three years with initiatives co-designed and co-led by NHS staff. Support will be tailored to the individual needs of the NHS organisations and their workforces, supplementing existing support provided to staff.
After a period of co-design with NHS staff, NHS England and others throughout the summer, the charity will invite NHS charities in partnership with their associated NHS Trusts or Health Boards to apply for grants from the Autumn. The impact of projects will be monitored and evaluated so that learnings can be shared and scaled across the UK.
Proven track record
NHS charities, which provide extra support in every NHS trust and health board across the UK, have a successful track record in making a difference to staff and patients, with over 90% of the thousands of projects NHS Charities Together funded during the pandemic through the network of NHS charities continuing to have a lasting impact.
Leadership statements
Ellie Orton OBE, CEO of NHS Charities Together, said: “NHS staff work under immense pressure with unprecedented staff shortages and vacancies and the extra help we provide to support their wellbeing and mental health is now more important than ever. The NHS needs to be able to attract and retain the caring workforce to look after the ageing population and meet the growing needs of the public, who face more complex and long-term conditions than ever before.
“There’s lot of work going on across Trusts to support the wellbeing and mental health of NHS staff but more needs to be done. We’re delighted that NHS England has matched our £5m investment in support across England, and we are also putting proportionate investment across the devolved nations. We have ambitions for this programme to grow so that we can make sure we continue to deliver this important and much-needed support for as long as it’s needed.”
Amanda Pritchard, Chief Executive of NHS England said: “Our hardworking NHS staff are busier than ever but go the extra mile for patients every day, so it’s right that we look to do everything we can as employers to support their health and wellbeing.
“As part of our NHS Long Term Workforce Plan every local employer should have a comprehensive offer for their staff to help them stay well and stay within the health service, but this new programme will support those small, extra improvements which staff tell us will make a big difference to their working lives.
“Charities have played an important role alongside the NHS throughout our 76-year history, and it’s great to take that relationship to the next level with this first-of-its-kind national partnership, with thanks to NHS Charities Together and all those who have donated or raised funds.”
One example of where previous rounds of funding are having a lasting impact on staff wellbeing is expanding and renovating the faith facilities at Royal Bolton Hospital in recognition of the role spiritual wellbeing plays in staff experience and satisfaction.
Success stories
Revd. Neville Markham, Head Chaplain at Bolton NHS Foundation Trust, said: “The original prayer rooms were no longer adequately serving the needs of hospital staff and patients, so the new facilities have been transformational. Everyone is just so pleased to have the space they always wanted. Colleagues consistently tell us the quality of the faith facilities conveys a powerful message about how the Trust values and cares for them, and that positivity ripples back into the care and services they provide to patients, families and communities.”
Tahira Hussain, Volunteer Chaplain at Bolton NHS Foundation Trust, added: “We live in a fast-paced world. The things you see and experience through the day can take their toll, so having this space gives people chance to take some time out. Visiting for the first time, I actually felt special. The fact that someone had made the effort to provide a facility for me to reflect, to prayer, to connect, makes a massive difference.”
Another example is the Oasis Health and Wellbeing Centre and Garden in Berkshire – a central, vital wellbeing hub for NHS staff. Jointly funded by the Royal Berks Charity and the Royal Berkshire NHS Foundation Trust, and supported by a grant from NHS Charities Together, it offers a range of activities and services aimed at promoting staff health and wellbeing.
Don Fairley, Chief People Officer at Royal Berkshire NHS Foundation Trust, said: “The Oasis Health and Wellbeing Centre and Garden includes a free gym, wellbeing classes and a vibrant green space where staff can relax and unwind. The centre is also used for events to reward and recognise staff and promote inclusivity, recently commemorating International Day of the Midwife and hosting our cultural diversity celebration event.
“The Oasis campus also provides staff health checks and counselling services, which can be a lifeline. One member of staff was able to access invaluable help and understanding and face to face counselling which prevented them from self-harming and potentially going on to take their own life. We’ve seen a 40% increase in positive responses to staff surveys regarding our support for health and wellbeing since the campus opened, with RBFT now proudly one of the top-performing acute NHS Trusts in this area. With over 3,400 staff accessing the centre and garden over 36,000 times in 2023 alone, its role in boosting staff wellbeing, and consequently enhancing patient care, is clear.”
About NHS Charities Together:
NHS Charities Together is the national, independent charity caring for the NHS, working with a network of NHS charities to provide extra support in every hospital, health board, ambulance, community, and mental health trust around the UK to help the health service go further for NHS staff, patients and communities.
To date, NHS Charities Together has allocated over £153 million to fund thousands of projects supporting NHS staff, patients and volunteers. These include counselling services, helplines, and other mental health support for NHS staff, plus training for emergency responders, research into long COVID, and specialist services and equipment. The charity has also funded over 325 community organisations to tackle health inequalities and prevent ill health in the community, helping to reduce the pressure on overstretched NHS services. Together we can help achieve better health and care for us all.
NHS charities have been there since the inception of the NHS, and with the current pressures on the health service being greater than ever before, the extra support we provide is even more crucial. NHS Charities Together will continue to help NHS charities go further, to increase their support for NHS staff, volunteers, patients, carers and families, so that everyone has access to the best health and care possible, no matter what.
Recent data highlights a pressing issue in the UK: the country has one of the highest rates of workplace absences globally. However, new research suggests that wellbeing programmes could be a key solution to reducing sick days.
Wellhub (formerly Gympass), a corporate wellbeing company, has released findings indicating that 89% of HR leaders found that wellbeing programmes actively reduce employees’ sick days taken. This data is part of Wellhub’s annual Return on Wellbeing Report, which surveyed HR leaders from 2,000 global companies of various sizes.
The impact of wellbeing programmes
Wellhub’s report reveals several significant benefits of corporate wellbeing initiatives:
Reduced Absences: 89% of HR leaders noted a reduction in sick days taken by employees.
Positive ROI: 95% of respondents observed a positive return on investment (ROI) from their wellness programs.
Increased Productivity: 99% of HR leaders stated that these programs boost employee productivity.
Lower Turnover Rates: 98% reported that wellbeing programs help decrease employee turnover.
Healthcare Cost Savings: 91% found that these initiatives cut the costs of their healthcare benefits.
A deeper look into the data
The data suggests that investing in employee wellbeing not only benefits the workforce but also translates into tangible business advantages. These findings are critical for addressing the UK’s high absenteeism rates and improving overall workplace health.
You can find out more about the key findings from the 2024 Return on Wellbeing by registering here for Wellhub’s webinar.
The broader context of workplace wellbeing
In his article for www.makeadifference.media “5 Foundations for an Effective Employee Wellbeing Strategy,” David Bellamy emphasised the growing need for robust wellbeing strategies to combat burnout and mental health issues among employees. Despite the substantial $52 billion growth of the corporate wellbeing market in 2022, challenges persist. Bellamy pointed out that:
“In recent years, companies have faced growing calls to upgrade their wellbeing strategies to tackle the alarming rise in burnout and other mental health issues amongst employees. As a result, the corporate wellness market had grown to a staggering $52bn in 2022 and shows no sign of slowing. But, despite this spending, the workplace wellbeing crisis rages on.”
Bellamy elaborates: “The key causes of poor employee wellbeing stem from work itself. Work overload, job insecurity, ambiguous roles, lack of work-life balance, and digital isolation are not just buzzwords, but tangible challenges impacting employees’ health. The ramifications of this wellbeing crisis are profound, both in terms of the human costs and their financial implications.”
Compelling evidence
Wellhub’s report provides compelling evidence that comprehensive wellbeing programmes can significantly reduce absenteeism and offer substantial benefits to companies. As the corporate wellness market continues to evolve, it remains crucial for businesses to address the underlying work-related factors that impact employee health as well as providing tools for individuals.
Whilst it’s great to see concrete statistics pointing at the return of investment in workplace wellbeing, this new data underscores the importance of holistic and strategic approaches to employee wellbeing.
In the dynamic realm of workplace design, the pursuit of innovation is constant. As modern workplaces continually explore avenues to enhance productivity, foster creativity, and elevate employee satisfaction, one such avenue that has garnered significant attention in recent years is biophilic design – a concept rooted in our innate connection to nature. But with budgets and building facilities often at the top of workplace design agendas, it’s often difficult to make an economic case for the benefits of biophilic design and in particular how it offers a substantial return on investment for business owners – until now!
Quantifying the Impact of Biophilic Design
The notion that integrating natural elements into the built environment can yield substantial returns might seem intuitive, but quantifying this impact has been a subject of much interest. Recent research, undertaken by Sustainability Lead at the UK Parliament, Joyce Chan Schoof, PLP Labs, Professor Derek Clements-Croome, and Benholm Group entitled “Reap What You Sow; Valuing Workplaces that Grow Good Ideas”, provides compelling evidence supporting the financial merits of biophilic design.
The report details the process of measuring and monetising the well-being and environmental value of biophilia in architectural design. According to the study’s findings, for every £1 invested in biophilia, business owners stand to earn an impressive £2.70 in return.
Director at Benholm Group, Adrian Byne, who collaborated on the study comments “In workplace design, integrating nature isn’t merely an aesthetic preference; it’s a strategic investment. We’ve observed firsthand the transformative influence of biophilic design, and now, with the ability to quantify its financial benefits, our collective aim is to motivate built environment professionals to craft spaces that foster prosperity.”
Measuring and Monetising Benefits
The Reap What You Sow study underscores the multifaceted advantages of incorporating biophilic elements into workplace design. Findings demonstrate how design choices can be measured in monetary terms for stakeholders, such as investors and developers, to drive commercial decision-making.
1. Enhanced Productivity: By introducing elements such as natural light, indoor plants, and biophilic patterns, workplaces become environments conducive to productivity. Employees report reduced stress levels, heightened creativity, and improved focus, leading to increased output and efficiency. The resulting productivity gains translate directly into bottom-line benefits for businesses.
2. Improved Employee Well-being: Biophilic design nurtures a sense of well-being among employees by reconnecting them with nature within the built environment. Studies consistently show that access to natural elements promotes physical health, mental clarity, and emotional resilience. Consequently, businesses witness reduced absenteeism, lower turnover rates, and higher levels of employee satisfaction, all of which contribute to cost savings and greater operational continuity.
3. Optimised Space Utilisation: Biophilic principles encourage thoughtful space planning that prioritises both functionality and aesthetics. By integrating natural elements seamlessly into architectural and interior design, workplaces become more inviting, flexible, and adaptable. This optimisation of space not only enhances employee comfort and collaboration but also maximises the utility of available resources, resulting in cost efficiencies for businesses.
4. Elevated Brand Image: In an era where corporate social responsibility is paramount, biophilic design offers a unique opportunity for businesses to showcase their commitment to sustainability and employee well-being. Organisations that prioritise biophilic principles in their workplaces are perceived as progressive, environmentally conscious, and employee-centric, enhancing their brand reputation and market competitiveness.
Maximising Returns through Biophilic Design
The economic benefits of biophilic design extend far beyond initial investment costs. Through increased productivity, improved employee well-being, optimised space utilisation, and enhanced brand image, businesses can realise significant returns on their biophilia initiatives. As workplace designers and architects, it is incumbent to harness the transformative power of nature and create environments that not only inspire but also enrich the lives of those who inhabit them.
Author and neuroscientist Dr Julia Jones believes that it’s time to change the narrative around supporting employee health and wellbeing. It’s time to find different ways to help your people to maintain their health. But it doesn’t have to be complicated and it doesn’t have to cost the earth.
We know that previous approaches to preventative health often faltered largely because they required ongoing effort and cost borne by the individual. The reality is that most people cannot and do not sustain these practices for a lifetime. Instead, we end up dipping in and out of “fads”.
Debunking myths
On a mission to debunk myths, in this webinar, (following her recent appearance at The Watercooler Event), Julia will shine a spotlight on the evolutionary neuroscience that is driving a new perspective on preventative health – and what this means for both employers and employees. She’ll be joined by an expert panel who’ll be sharing feedback from the employer’s perspective.
Managers, Team Leaders, ERG Chairs & Wellbeing Champions
Anyone who cares about their people and their business
Dr Julia Jones’ informs us that her sessions on this neuroscience topic for corporate employers have recently achieved record-breaking attendance, which demonstrates the growing interest among employees for this sort of simple, low-effort, and free habit-change approach
If you can’t make the date/time, go ahead and register anyway and we’ll send you the recording a few days after the session.
To coincide with Mental Health Awareness Week, AXA Health has this week launched its 2024 UK mind health workplace report. The good news is that the report revealed areas of real improvement when it comes to the positive impact of workplace mind health support – employees are three times more likely to flourish if they feel supported by their employer, signalling the importance and value of good workplace mind health support.
However, the report also found that over half (53%) of the UK aren’t in a positive state of mind health and more people are languishing (33%) than last year (26%).
The message is clear for the UK workplace. This is no time for complacency and the impact of good mental health support at work is good for both retention and performance.
Supporting the needs of the younger workforce
Workers in the UK aged between 18 and 24 have the highest rates of loneliness and social isolation and just over half (51%) said they feel lonely some or almost all of the time. So, it’s not surprising 72% of these young workers state mental health benefits and initiatives are an important factor when deciding whether to stay with an employer.
Empowering managers
The study recognised the need for more support for managers. A third of managers needed to take time off work due to their mental health in the past year. This group are twice as likely to have taken sick leave due to their mental health within the last year and nearly a third (29%) have moderate to extremely severe symptoms of depression.
Spotlight on the role of employers
Whist the report showsed that work itself isn’t always the main cause of mental difficulties (41% of UK workers stated it was more related to personal reasons than professional challenges, compared to 17% who said it was the other way round, and often can be a combination of work and personal factors), it’s clear that employers can make a big impact.
Employees who believe their company cares about their mental health and is taking action to help them are almost twice as likely to have flourishing mind health. This is a clear message to forward-thinking employers that offering good mind health support and building a caring environment can support a flourishing workforce and a flourishing business.
The Centre for Business and Economic Research (Cebr) found that around £26 billion was lost to the UK economy from workers taking sick days last year, and a further £57.4 billion from workers being less productive due to work-related mind health conditions. The remainder was lost from workers who chose to leave their jobs altogether.
Here are five ways identified in the report that companies can prioritise mind health support in the workplace:
Find different ways to help people flourish: this could include offering and promoting self-help tools, providing training to develop skills or giving access to mind health coaching
Focus on flexibility: a good work-life balance is essential for happy and healthy employees and flexibility is the key to meet people’s different needs
Train, support and empower managers: managers are more likely to experience symptoms of stress, anxiety and depression so give them the right support and easy access to training to have a positive effect on the workforce as a whole
Invest in young talent: help younger people flourish by providing ongoing support and develop good relationships to enable flourishing mind health
Create a culture of trust, respect and kindness: find new ways to engage, encourage and normalise conversations about difficult topics and invest in workplace relationships
To find out more about these emerging trends from AXA Health Chief Executive Officer Heather Smith, and hear how Nomura, Accenture and Clifford Chance are responding, register here to attend the free webinar that Make A Difference is running together with AXA Health from 12.30pm – 1.30pm on Thursday 13th June.
To view the full AXA Health UK mind health workplace report and its approach to mind health and wellbeing, click here.
The Holy Grail when it comes to benefits for employers prioritising wellbeing is the ability to provide packages that are truly personalised and flexible and, so, genuinely valued by individuals. Particularly in a cost of living crisis and a talent shortage in many markets, benefits can be a potent tool for recruiting and retaining employees.
But what each employee deems as valuable may vary wildly, which is why benefits packages which are flexible and personalised are so important.
We asked a handful of benefits platforms for their top tips on making personalised and flexible benefits work……
1. Employees post pandemic and mid cost of living crisis crave flexible support
“They also crave the ability to choose what is right for them, especially when it comes to personal health and wellbeing,” says Chris Ronald, VP B2B EMEA BHN (Blackhawk Network).
The key to implementing this, he says, is “truly understanding your workforce and internal communication needs”.
He suggests using a mix of management conversations, focus groups and employee listening surveys to ascertain these needs.
2. Can you build employee recognition into your benefits programme?
This is something BHN does itself as a company because, as Ronald explains, research shows that 80% of workers feel more valued when they receive rewards from their employers.
To show its appreciation for employees, BHN uses a points-based social recognition platform – employees have a ‘budget’ of points which can be allocated to their peers as a ‘thank you’ and these can be accrued and exchanged for gift cards.
Other benefits which are intended to build employee recognition include the company wide ‘Hawk Appreciation Days’ (days off in addition to holiday entitlement), and days off for birthdays and charity work.
3. Ensure your employees understand what benefits are on offer
“Employees need to grasp the various options available and how to tailor their benefits package to their needs,” says Ronald. “This requires clear communication strategies and readily accessible resources to empower informed decision-making.”
And, you may think you are being clear but the world of benefits can be complex so don’t assume that all your employees understand what is on offer. For instance, recent research by BHN reveals that almost three quarters of employees (73%) do not fully understand what the term ‘salary sacrifice’ means.
“Implementing clear instructions and reminders of your employees’ benefits packages is key to improving overall engagement,” says Ronald.
4. To be able to effectively tailor wellbeing support via benefits, good data is crucial
“Just like how Amazon or Spotify use the data they have on you to suggest content they are confident you will engage with, employers need to collate and use data more effectively,” says Gethin Nadin, Chief Innovation Officer, Benefex. “Being able to use data to better understand your people and their wellbeing creates a firm foundation to offer more tailored and customised wellbeing support.”
As a simple but effective example of how companies could collect useful data Nadin suggests tracking a company or team wellbeing score, paying particular attention to these scores around things like restructures or process changes.
“This enables the employer to push out wellbeing support specifically designed to tackle the anxiety that often comes with change at work. Similarly, being able to see the impact of societal issues like the cost-of-living crisis and being able to target specific support for specific individuals,” he says.
5. But data isn’t enough, you need to create a narrative too
Nadin suggests employers can find this narrative via data such as tracking factors like mood, movement, wellbeing scores, benefit take up, employee surveys, occupational health or EAP data. By tapping into this data, employers can approach employees on a more personal level about benefits:
“Employers can push out wellbeing support specifically designed to tackle the anxiety that often comes with change at work. Similarly, being able to see the impact of societal issues like the cost-of-living crisis and being able to target specific support for specific individuals.
6. Pick a benefits programme that automates admin
As Emilie Kirstein, Sales Operations Executive, at Thanks Ben says: “Automating the admin takes the stress out of offering more choice, and saves HR teams countless hours on benefits management.”
She advises, too, picking a benefits platform that can help global employers navigate localisation as this can be a “major challenge” for multinational companies which are looking to offer all employees equal levels of flexibility.
“The platform can offer advice for how to ensure your employees all have equal access to the same level of flexibility no matter what country they’re in,” she says.
7. Consider cost-effective benefits like salary sacrifice schemes
Giving the ‘Cycle to work’ scheme as an example, Kirstein says that these types of benefits can be “super impactful to employees without being a massive cost burden”.
8. Consider offering multichoice gift cards
According to Jo Kansagra, Head of People at Virgin Incentives and Virgin Experience Days, multichoice gift cards are increasingly being used by employers because “they are more flexible and allow employees to use them toward essentials alleviating some pressure on budgets”
For instance, they can be used on a weekly food shop, a meal or day trip out with the family.
She adds that employees also have the flexibility to use these giftcards when suits them, saying “ultimately, being more personal with benefits doesn’t have to be difficult or break the bank, as small gifts and rewards can go a long way to make employees feel appreciated.”
9. Keep an eye on future trends
This is a fast moving market. There are many developments in areas like AI and screening.
Kirstein at Thanks Ben, for example, predicts that personalised benefits such as DNA profiling and health screening is a trend to watch out for in the near future.
In a rapidly evolving workplace, psychological safety has emerged as a fundamental pillar for creating a culture where employees feel empowered to contribute.
It’s the foundation that allows teams to speak up, share ideas, and address challenges together.
Yet, the very concept that promises so much is at risk of being reduced to a management buzzword – a well-intentioned concept diluted by box-ticking approaches and misinterpretation.
Let’s revisit what psychological safety means and why organisations must uphold it with nuance and adaptability.
Where did psychological safety come from?
Psychological safety is not a new concept, though its application in modern workplaces might seem recent.
The term has deep roots in both psychology and organisational studies, crucial for understanding how teams function at their best.
The journey of psychological safety began with the pioneering work of Kurt Lewin in the mid-20th century. Lewin’s research into leadership styles and group behaviour highlighted the vital role of safe social environments in effective team operations.
It wasn’t until the early 1990s, however, that the term ‘psychological safety’ gained prominence, thanks to William Khan’s research into personal engagement at work. Khan emphasised the ability to fully engage oneself without fear of damaging one’s self-image, status, or career.
However, the real catalyst for bringing psychological safety to the forefront of organisational culture was Amy Edmondson, a professor at Harvard Business School. Edmondson described psychological safety as “a shared belief held by members of a team that the team is safe for interpersonal risk-taking.”
Her findings underscored that such an environment fosters a culture of candid feedback, openness to admitting mistakes, and a willingness to experiment — all vital for organisational learning and improvement.
This concept was further validated by Google’s Project Aristotle, which showed that psychological safety is the single biggest determinant of team success. Teams with high levels of psychological safety were more likely to stay intact, be more productive, and be recognised by leadership as effective.
Today, the need for psychological safety is recognised globally, not just as a component of employee wellbeing but as a strategic lever for enhancing engagement, performance, and gaining a competitive edge.
However, embedding psychological safety in complex, ever-evolving organisational environments requires a nuanced and adaptable approach, understanding that it’s not a one-size-fits-all solution but a dynamic element of workplace culture.
Common Misconceptions about Psychological Safety
Misconception: Psychological safety = trust. Reality: Psychological safety starts with trust but is not solely dependent on it.
Trust is undoubtedly the bedrock upon which psychological safety is built, but many interactions in large organisations are transactional, gradually eroding meaningful connections. Establishing genuine, caring relationships is essential, as 84% of organisational trust originates from caring (Paul J. Zak – Trust Factor).
Leaders must prioritise building empathetic relationships that foster a secure space for sharing ideas. Without a strong foundation of trust and care, psychological safety cannot thrive.
Importantly, leaders themselves need psychological safety to listen without feeling threatened. Their reactions to challenging perspectives will set the tone for openness across the organisation.
Misconception: Psychological safety means feeling safe to speak up in all situations.
Reality: Psychological safety is most relevant in trusted, familiar environments.
A conversation I had with the Chief People Officer of a large organisation revealed a common misconception that people should feel safe to express opinions openly in every situation.
They told me that during “Ask Me Anything” sessions with the CEO, differences in question quality arose between anonymous and non-anonymous channels, reflecting the natural caution people exhibit in unfamiliar environments or when facing influential figures.
Interpreting psychological safety solely as a willingness to take public risks overlooks how personal risk appetites vary.
True psychological safety involves creating environments where diverse perspectives are shared comfortably, irrespective of individual nature. Tailored tools must accommodate these dynamics.
Misconception: Psychological safety is linear. Reality: Psychological safety is dynamic and continually changing.
Despite the linear nature of some models, psychological safety is influenced by many factors, including leadership changes, external pressures, team dynamics, and personal experiences. The “way we do things around here” changes continuously as teams evolve.
Viewing psychological safety as a straightforward path is misleading. Instead, it requires consistent evaluation and iteration. Only by embedding it into organisational culture through continuous adaptation can employees feel secure across different situations.
Broadening the Scope: Psychological Safety in Everyday Contexts
Too often, discussions around psychological safety highlight extreme cases, like aviation or medical fields where lives are directly at stake. Most of us operate in environments where the stakes aren’t about immediate life or death, but that doesn’t mean implications for business health and personal wellbeing aren’t significant.
In typical workplaces, psychological safety is critical in fostering innovation, job satisfaction, and overall company success. For instance, an employee may hesitate to suggest a new idea during a meeting due to fear of ridicule or dismissal. While this situation isn’t life-threatening, the cumulative effect of such silencing will stifle innovation and undermine feelings of belonging and significance.
Moreover, in industries far removed from emergency contexts, psychological safety allows for the exploration of new ideas without fear of failure and enhances collaboration. Employees who feel psychologically safe are more likely to share insights that prevent costly mistakes or propose innovative solutions that drive business forward.
Thus, psychological safety should be seen as vital across all sectors and roles. It’s about creating a workplace where every voice can contribute to continuous improvement and innovation, leading to more robust organisational health.
Psychological safety: The essential foundation of a thriving culture
As we’ve explored, psychological safety is far from merely a buzzword—it is a critical component of a thriving workplace culture.
From its historical roots to its application in modern businesses, psychological safety is foundational for fostering an environment where employees feel genuinely valued and empowered to contribute.
However, as we’ve clarified, significant misconceptions about what psychological safety truly entails and how it can be achieved persist.
Psychological safety cannot exist without trust, yet it also demands more than trust—it requires a continuous effort to build empathetic and caring relationships.
It means creating spaces where people feel safe to share their thoughts and ideas in familiar and non-threatening environments, not just any setting.
Moreover, understanding that psychological safety is dynamic and fluctuates with changes within the team and the broader organisation underscores the need for ongoing attention and adaptation.
Implementing appropriate tooling is essential in this endeavour. Tools that offer anonymity and allow for asynchronous communication can help nurture an environment where employees can engage in sensemaking and problem elaboration without fear of embarrassment or repercussions. These tools should not be seen as ‘nuclear’ options but as valuable resources to facilitate dialogue and understanding in a controlled and respectful manner.
Neglecting psychological safety has profound implications: a lack of belonging, reduced innovation, and the marginalisation of key voices. Conversely, investing in psychological safety unlocks the potential of your workforce, fostering a resilient, agile, and inclusive organisation.
In closing, I urge every leader to reflect on the current state of psychological safety within their teams.
It’s about more than just preventing harm; it’s about actively creating a culture that celebrates openness and mutual respect.
Let us not allow psychological safety to become diluted into meaninglessness. Instead, let’s champion it as the cornerstone of a vibrant and successful workplace, supported by thoughtful and innovative tools that enhance communication and trust.
About the author:
With 25 years of experience in management consulting, leadership advice, and strategy, David Bellamy has a deep understanding of the human aspects of work and the challenges that leaders face in creating a positive and inclusive environment.
As the Founder and CEO of Harkn, David leads a team of passionate and innovative professionals who are on a mission to create workplaces where both the company and its employees thrive. Since no strategy, change initiative or acquisition is successful without a motivated and engaged workforce, Harkn helps companies better understand sentiment and culture by making it safer and easier for employees to share their experiences, ideas and opinions.
