Five workplace wellbeing trends for 2024

In a fiercely competitive talent market, employers must invest in workplace wellbeing to not only attract talent but also retain employees. Over recent years, we are pleased to have seen a wellbeing movement surpass surface-level initiatives to now be considered across each part of our employee value proposition.

In this article, we'll delve into five workplace wellbeing trends which are leading the way in 2024.

Leadership & wellbeing

Ultimately the wellbeing of employees correlates with the actions and attitudes of organisational leaders. A culture that values the wellbeing of its workforce begins at the top, with leaders modelling positive work habits.  

In 2024, more businesses must develop leaders equipped with high emotional intelligence and empathy, with leadership development programmes which include components focused on stress management, effective communication, and how to create a supportive work culture. Leaders who understand and prioritise the wellbeing of their teams are better equipped to navigate challenges, foster collaboration, and ultimately drive success.

Burnout prevention

Traditionally workplace wellness programmes cover gym memberships and sporadic health challenges. In 2024, businesses are shifting from reactive wellness benefits to proactive prevention strategies because they recognise that a healthy workforce is inherently more productive.  

Embracing holistic approaches to employee wellbeing and more comprehensive programmes encompassing physical, mental, and emotional dimensions will foster an overall sense of wellness and minimise cause from the outset. As employees urge organisations to move away from stressful conditions, inauthentic cultures, or ineffective teams, preventative measures you may want to integrate into your workplace culture include: 

• In-depth manager training to develop effective human leaders. 
• Actively teaching employees about personal wellbeing, rather than offering surface-level wellbeing benefits. 
• Creating a safe and honest feedback culture. 
• Addressing issues in the DE&I space. 
• Improving company processes, such as running more effective meetings to relieve workplace stress. 

Managers play a pivotal role in the prevention narrative. Leaders who learn to have coaching-style conversations with team members will be far more able to gauge their wellbeing levels and become the first line of defence in recognising when an employee might be struggling and can take action to support them before burnout occurs.

Belonging and connection

While technological advancements have made it easier for us to connect than ever, the rise of loneliness has become a health concern at a global level. With knock-on effects on employee absence and productivity, to name a few, the cost of loneliness to employers in the UK is estimated at £2.5 billion annually - this figure highlights a desperate need for a deeper sense of belonging for many people in the workplace.  

In the pursuit of connection, employees want workplaces where they feel like they belong, which becomes more challenging with the rise of remote working. Belonging is especially key for graduates or those early in their careers who have not experienced the negative side of working in an office five days per week. Figuring out how to balance these two needs - flexibility and connection - is a wellbeing focus for businesses in 2024.

Inclusive and multi-generational wellbeing

DE&I initiatives now transcend above traditional compliance requirements as companies actively work towards creating cultures that celebrate differences and offer equal opportunities to all employees. A workplace that values diversity and creates an environment where employees feel genuinely heard, respected, and valued, enables people to perform at their best.  

Ensure your employee wellbeing offering is inclusive by considering generational nuances and needs. A one-size-fits-all approach will fall short of achieving workplace wellness because each of the five generations (Traditionalists, Baby Boomers, Gen X, Millennials, and Gen Z) possess unique values and priorities. For instance, Baby Boomers may prioritise health insurance and a robust retirement plan, whilst Gen X focuses on salary. On the other hand, Millennials and Gen Z appreciate more in-person connection and mental health awareness. Consequently, organisations must adopt varied and adaptable approaches to accommodate multi-generational values and priorities. 

In conclusion, wellbeing has been at a surface level for too long, often an afterthought or nice-to-have. However, employers now recognise the benefits of employee wellbeing, ranging from enhanced performance and productivity to reduced absence and increased creativity. Employers must support employees and leaders to be proactive about their wellbeing, have the right conversations, and re-programme their own beliefs to reach their personal goals, consequently allowing them to reach their professional goals.