Surviving is the reality for a lot of employees who ‘put up and shut up’ in return for the stability of a living wage; yet some companies are turning things around and ensuring that emotional and physical wellbeing is a priority with Employee Assistance Programmes (EAPs), robust work-life balance policies and initiatives in place to reduce stress, absence and mental health issues.

The dangers of ignoring employee wellbeing

In toxic workplace cultures, where presenteeism is applauded, professionals often distrust one another with incidences of workplace bullying, ill-health and high stress levels resulting in spiralling levels of absence and lower productivity.

The cost to businesses with this employee fallout can be very readily felt and can also be damaging to employer brand. The Employer Branding Insights 2019 whitepaper from Wonderful Workplaces shows that 68% of jobseekers said ‘a better work-life balance’ would make them consider applying for a vacancy even if they’re not actively looking for a new job. This demonstrates how important a favourable reputation is and the importance that candidates now put on workplaces being a positive environment.

Listening to and supporting employees

Having an open dialogue with employees is the best place to start. Many companies use employee wellbeing surveys to gather data on how their employees feel. This can be achieved whatever the size of the company or sector and offers a useable benchmark from which to assess current and future progress.

Statistics tell us that one in four people will suffer from a mental health issue. Mind, the charity for better mental health, publishes its annual Workplace Wellbeing Index Awards and celebrates those organisations that normalise conversations about mental health whilst embedding support. The 2017 and 2018 winner was the Environment Agency. Its Healthy Minds programme and staff-led network, Healthy Minds, is an awareness-raising and training programme for both individuals and line managers that teaches people how to spot the signs of emotional distress as well as how to access support. Its employee-led mental health network is entirely run by staff, for staff. 

Similarly, many of the bigger firms now have EAPs in place that help employees deal with personal problems that might adversely impact their work performance, health and well-being. Occupational health facilities, together with on-site gyms and exercise programmes, can also support physical wellbeing and promote a healthier lifestyle.

Normalising work/life balance

Millennials and increasingly older professionals are demanding an improved balance between work and their personal lives. Many businesses have removed the taboo from home or remote working for professionals that need to strike a balance between domestic responsibilities by cutting their commute whilst ensuring their productivity is at an optimum level. 

Businesses that achieve this champion their policies from the top down with senior leaders ‘walking the talk’ by demonstrating to junior colleagues that a work/life balance can be achieved by stamping out presenteeism. Policies like working from home can also help maternity returners find their feet as they ease their way back into working life after having a baby.

Work fulfilment

Employers are caretakers of professionals’ careers and programmes need to be put in place to ensure that workers play a part in their own development. Rewards programmes, both financial and other, are instrumental in assisting this. 

It is also important that employees buy into the values of the business and this can often be achieved with corporate social responsibility initiatives and other fulfilment exercises including opportunities for employees to do good works for related charities or community efforts.

For many employees, working for a business that pays more than lip-service to their emotional, mental and physical wellbeing, is a key factor in how aligned they feel to the organisation and in turn the successes they have whilst working there and for the company. With absenteeism and stress being a huge cost to businesses it is an issue that cannot be ignored.

National Work Life Week (7-11 October 2019), is an opportunity for both employers and employees to focus on well-being at work and work-life balance.

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Annie Hayes is a specialist HR, skills, careers and L&D writer with 19 years experience in the sector. 

Reputation and values are the cornerstone upon which many successful businesses have built their strengths. Yet most employers do not have the luxury of brand strength, which triggers a vicious cycle of struggling to attract the best talent, and a potential subsequent failure to produce better products and services. In turn, this typically leads to an employer brand that is not highly regarded. 

What does an employer brand mean in practice?

Branding is often thought about in terms of what a company means to consumers and how a business is portrayed in the public in terms of its goods and services. When we talk about employer branding, however, we are looking at a company’s reputation as an employer and what it can offer to its employees. 

Brand names become synonymous with quality, value for money and trust. It’s what many marketers aim to achieve – the customer choosing to pick their product over the opponents – and the same is true when it comes to candidates choosing who to work for. 

Why is employer branding so important?

Candidates often lean towards the familiar, well-regarded employers over start-ups or growing businesses that haven’t emerged as key players or indeed trusted organisations that will take responsibility for your career and its progression. A failure to work on employer branding can quickly damage the recruitment efforts of your business and make it increasingly difficult to bring the best talent into the business.

The Employer Branding Insights 2019 whitepaper from Wonderful Workplaces found this to be true based on its survey of over 840 candidates. Close to a total majority, 94% of respondents said they would consider an employer’s brand and culture when choosing who to work for. A figure that is up four percentage points from a comparable survey three years ago.

Sadly, under half felt their employer is not effectively communicating their employer brand, demonstrating the missed opportunities that are occurring within organisations to propel their businesses forward.

How to build a strong employer brand

Building a robust employer brand must be mobilised across the business by all levels within the organisation. The best advocates for your business are those that work there, so it’s crucial that a brand building exercise starts from the grassroots and begins with making the business a great place to work for by respecting its employees, offering them sufficient and targeted opportunities for personal and professional growth, and taking the time to talk to its employees to find out what their key values are – including flexible working or work from home opportunities.

The business’ online reputation and the stories it shares is also a key element in building a strong employer brand. Any negative comments left on careers websites should be dealt with and responded to and shows that your company is serious about improving things. It’s always good to share case studies about the great things your business is doing and investing in employer kite marks such as Investors in People, a standard for people management, or People Management Awards from organisations such as the Chartered Institute of Personnel and Development is a great way of achieving that.

Looking for creative ideas on how to build your employer brand? Get in touch with Wonderful Workplaces on wonderfulworkplaces@haymarket.com 

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Annie Hayes is a specialist HR, skills, careers and L&D writer with 19 years experience in the sector.