HUMANS HAVE BEEN H challenged to adjust to new ways of working since the first farmers abandoned the hunter-gatherer lifestyle. But the demands of work today exact a high price on employee well-being, as workers strive to cope with the rapid pace of technological change, the overnight disruption of entire industries by new upstarts, and the rise of uncertainty and volatility in every global market.
Roughly half the U.S. workforce struggles with burnout.¹ Seventy-six percent see workplace stress negatively impacting their personal relationships.² Excessive stress at work accounts for $190 billion in health care costs each year, plus hundreds of thousands of unnecessary deaths.³ And in the past three years, the stressors and disruptions of the COVID-19 pandemic have spun a rising storm into a full-on tornado - and made employee well-being an urgent priority for many business leaders.
The good news for organizations that want employees to thrive is that behavioral science has provided new insights and strategies that can help support mental health. (See "What We Need to Flourish at Work," p. 40.) But in order for managers to take full advantage of these insights and help individuals develop key psychological strengths, many organizations will need to reconsider Human Resources and Benefits functions that in some cases still carry the legacy of a bygone industrial era.
One of the challenges organizations face is structural. The two HR functions most closely connected to employee thriving - Benefits, and Learning and Development - evolved from two distinct historical traditions, and each remains somewhat siloed today.
We'll show why we believe that this two-pronged structure makes it challenging for corporations to tackle thriving holistically, and why each approach is insufficient on its own. We'll also examine additional organizational barriers to flourishing, before offering solutions.
هذه القصة مأخوذة من طبعة Spring 2023 من MIT Sloan Management Review.
ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.
بالفعل مشترك ? تسجيل الدخول
هذه القصة مأخوذة من طبعة Spring 2023 من MIT Sloan Management Review.
ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.
بالفعل مشترك? تسجيل الدخول
Ask Sanyin: How Do You Build for an Unpredictable Future?
While the pandemic was a wild ride of uncertainty for me and many of my peers in leadership, it feels like we never regained our footing.
What You Still Can't Say at Work
Most people know what can’t be said in their organization. But leaders can apply these techniques to break through the unwritten rules that make people self-censor.
Make Character Count in Hiring and Promoting
Most managers focus on competencies when evaluating candidates but it’s character that will transform the DNA of the organization. Here’s how to assess it.
Why Influence Is a Two-Way Street
Managers achieve better outcomes when they prioritize collaborative decision-making over powers of persuasion.
Know Your Data to Harness Federated Machine Learning
A collaborative approach to training AI models can yield better results, but it requires finding partners with data that complements your own.
How Integrating DEI Into Strategy Lifts Performance
Incorporating diversity, equity, and inclusion practices into core business planning can provide a competitive edge.
The Myth of the Sustainable Consumer
Companies that understand the different kinds of consumers for sustainable products can market to them more effectively.
A Practical Guide to Gaining Value From LLMs
Getting a return from generative AI investments requires a systematic approach to analyzing appropriate use cases.
Improve Workflows by Managing Bottlenecks
Understand whether process or resource constraints are stalling work.
Craft Schedules That Work for Everyone
Business leaders can improve retention and business performance with schedules that make sense for workers’ lives.
