‘Feel Loved’ applies to LifeWorks employees too
Published by: Jamie True,
There aren’t many companies that can lay claim to a vocally supportive client base. We’re very grateful to have support from brands like Sodexo, Harrods, Dr Martens, Intel and Itsu, and it underscores just how important employee well-being has become across all sectors. Our purpose as a business is to make employees feel loved and to enable that outcome to drive change within the organization in the form of increased productivity.
A question I get asked a lot about LifeWorks is whether we ‘practice what we preach’? This week, LifeWorks was recognized on the 2018 list of Canada’s Best Workplaces in Professional Services. It’s independent third-party commendations like this that recognize our own culture as a key differentiator in the competition for talent.
We know that people leave their jobs because they don’t feel recognized; because they don’t have a sense of community with their colleagues; because they aren’t well compensated; and because their work-life balance isn’t attractive. These are all challenges we help customers solve with our employee-focused total well-being platform, and of course they’re challenges we’ve had to address ourselves.
The World Health Organization defines health as “the state of complete physical, mental and social well-being and not merely the absence of diseases or infirmity,” and naturally, we use our own tools to drive proactive wellness across the physical, mental, emotional, professional, social and financial layers.
So, it’s encouraging to be recognized by Great Place to Work as a global example on building and sustaining high-trust, high-performing workplace cultures.
Great Place to Work recognized organizations have their culture annually benchmarked against thousands of other establishments around the globe, and Alison Grenier, Head of Culture and Research, at Great Place to Work Canada, said that businesses on the list are constantly competing for talent and use their corporate culture as a key differentiator.
To put this in perspective, three quarters of the organizations named on the list say they’ve recently undergone a cultural transformation and have intentionally designed their workplace programs and policies to attract and retain the best employees. What’s interesting is that I hear from colleagues hiring new LifeWorks team members that we frequently get candidates who have experienced LifeWorks as an employee in a previous role. These candidates are not only able to understand and articulate the benefits of a total well-being platform but are often vocal advocates and have an emotional connection to the company.
As businesses, of any kind in any sector, we need to support our employees not just in times of need but all the time. This is a subtle but important distinction. A wellness initiative is not a quick fix to boost productivity, it’s a long-term preventative measure to improve and maintain employee wellbeing and head off more serious physical and mental issues before they develop into long term absence. So, while it’s important and very encouraging that businesses are recognizing the importance of wellbeing initiatives, it’s also important for them to frame their main objective as the development of a healthy, happy workforce. The productivity benefits will follow.