Wellbeing has become an important element to consider in today’s workplace.

Wellbeing is defined as the overall mental, physical, emotional, and economic health of employees. According to recent research, wellbeing is influenced by various factors such as employees’ relationships with co-workers, their decisions, and the tools and resources to which they have access.

According to Dr. Katja Raithel, Group Head of Diversity, Inclusion & Wellbeing, at Zurich Insurance Group (Zurich), “Supporting employee wellbeing should be a priority for every employer – it’s good for people and the organization. It can help prevent stress and create an environment where individuals can thrive and organizations can prosper.” Research suggests that changing workplace conditions to foster worker wellbeing not only improves worker health but can also bring about positive business outcomes such as improved job performance including increased productivity and lower levels of employee burnout.

Here are two strategies business leaders can embrace to positively impact employee wellbeing and contribute to better business results:

Provide employees with opportunities to identify and solve workplace problems.

According to a Harvard Business Review article titled 7 Strategies to Improve Employees’ Health and Wellbeing, “Research indicates that having little discretion over how work gets done is associated not only with poorer mental health but also with higher rates of heart disease.” Even relatively small changes in worker autonomy can make a difference in employee wellbeing.

Employees who are given opportunities to participate in workplace improvements have been shown to foster their wellbeing. In addition, employees invited to problem solve together were less likely to say they wanted to leave their jobs. This is a key benefit for organizations trying to retain valuable employees.

Create a work culture that enables employees to develop supportive relationships with their colleagues.

Research has found that supportive relationships at work are associated with lower psychological distress — an indicator of poor mental health. The best leaders give their employees the space and time to let moments of social connection develop on their own. Also, incorporating time for team lunches and after-hours socialization is important. Even the classically boring meeting can be designed in a way to foster high-quality connections.

Meeting practices that encourage member contribution and active listening foster group commitment.

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