There is a growing disparity between employees’ expectations of the wellbeing support they will receive at work, and what is being provided by employers, according to the chief people officer of employee health, wellbeing and safety platform Sonder.
Speaking to SmartCompany, Sonder’s Raechel Gavin says recent research conducted by Sonder and Culture Amp found more than half (54%) of Australian and New Zealand employees nominate access to wellbeing programs as a key factor when choosing where to work.
However, a similar proportion of employees (53%) said they are satisfied with the wellbeing support offered by their current workplace, suggesting a large proportion are unsatisfied.
This figure has also declined by 3% compared to 2023, says Gavin.
“We know this is a topic top of mind for leaders, particularly since new data from Gallup State of the Global Workplace 2024 revealed almost three-quarters of Aussies think that now is a good time to look for a new role,” she adds.
Sonder partnered with employee experience platform Culture Amp for the research, which surveyed 2,007 Australian and New Zealand employees and found shift workers are the least likely to be satisfied with wellbeing support at 42%.
The research forms part of a guide, featuring expert commentary, to help SME businesses attract and retain talent by making health and wellbeing support a meaningful part of their employee value proposition.
There is plenty that employers can do to help close this gap and provide more meaningful wellbeing support to their staff, says Gavin.
“Traditional employee assistance programs that offer a couple of counselling sessions when an employee has hit a breaking point are no longer serving our people,” she says.
“The best platforms take a proactive approach to employee support across general wellbeing, personal safety and mental and physical health – and make it easy for employees to access.
“Think safety tools and stress management resources that allow employees to take an active role in their own wellbeing, and 1:1 instant chat with trained professionals, the moment support is needed.
“If this doesn’t feel obtainable for your business right now, use the data and insights you have at hand to work out what kind of support would be most meaningful for your workforce and start there.”
Gavin says leaders can also role model positive behaviours to de-stigmatise conversations around mental health, by asking for help and encouraging employees to prioritise self-care and take regular breaks.
“This is something that should matter to all businesses. The wellbeing of your team is vital if you’re going to attract and retain top talent,” she says.
The Sonder data also found 49% of employees admitted that during the last 12 months, they have often or always felt feelings of burnout or exhaustion, with 26% often or always experiencing feelings of isolation or loneliness and over one-third stating they had trouble sleeping.
Gavin says our wellbeing is complex.
“Different employees will have different needs when it comes to health and safety support and, for time-poor leaders facing tight budgets, this can be very difficult to scale,” she says.
“Sometimes even businesses that are investing in employee wellbeing do a poor job of communicating the resources available, leaving employees feeling a lack of support.”
This is supported by the survey, which found one-third of Australian and New Zealand employees are not aware of what wellbeing support is offered in their workplace.
“Even employees who are aware of what support is available to them face challenges, with just 20% reporting to truly understand the support on offer and how to access it,” adds Gavin.
According to Gavin, the cost to hire an employee in Australia has increased to an average of $23,000 per candidate – which is up from a typical spend of around $10,000 over the previous year and the cost of replacing an employee is approximately 1.5 times their annual salary.
Data from Culture Amp suggests that the less stressed employees are, the happier and more productive they are at work, adds Gavin, and the more likely they’ll be to stay in their role and even recommend their employer to others.
“At companies who score in the top 25% for ‘I rarely feel overstressed by my work’, commitment to stay is 12% higher, motivation is 12% higher, and willingness to recommend the company is 8% higher,” she says.
“A lack of employee support, on the other hand, creates a ripple effect that negatively impacts both the individual and the organisation.
“If these issues are left unaddressed can result in employee turnover, as well as higher rates of sick leave and unplanned absences, safety risks with an increased potential for accidents and incidents due to fatigue, and a negative workplace culture including decreased morale, teamwork, and collaboration.”
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