HR for Better Reimagining Well-Being and Performance
MIT Sloan Management Review|Spring 2023
Organizations must rethink historical divisions between talent and benefits groups if they are to more effectively help workers develop the psychological skills to thrive now and in the future.
Gabriella Rosen Kellerman, Martin Seligman
HR for Better Reimagining Well-Being and Performance

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.

この記事は MIT Sloan Management Review の Spring 2023 版に掲載されています。

7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。

この記事は MIT Sloan Management Review の Spring 2023 版に掲載されています。

7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。

MIT SLOAN MANAGEMENT REVIEWのその他の記事すべて表示
Avoiding Harm in Technology Innovation
MIT Sloan Management Review

Avoiding Harm in Technology Innovation

To capitalize on emerging technologies while mitigating unanticipated consequences, innovation managers need to establish a systematic review process.

time-read
10+ 分  |
Fall 2024
Make a Stronger Business Case for Sustainability
MIT Sloan Management Review

Make a Stronger Business Case for Sustainability

When greener products and processes add costs, managers can shift other levers to maintain profitability.

time-read
9 分  |
Fall 2024
How to Turn Professional Services Into Products
MIT Sloan Management Review

How to Turn Professional Services Into Products

Product-based business models can help services firms achieve greater scale and profitability. But the transformation can be challenging.

time-read
10 分  |
Fall 2024
Do You Really Need a Chief AI Officer?
MIT Sloan Management Review

Do You Really Need a Chief AI Officer?

The right answer depends on the strategic importance and maturity of AI in your company.

time-read
10+ 分  |
Fall 2024
Where To Next? Opportunity on the Edge
MIT Sloan Management Review

Where To Next? Opportunity on the Edge

Doing business in regions considered less stable or developed can pay off for companies. But they must invest in working with local communities.

time-read
10 分  |
Fall 2024
Make Smarter Investments in Resilient Supply Chains
MIT Sloan Management Review

Make Smarter Investments in Resilient Supply Chains

Many companies invest in resilience only after a disruption. Applying the concept of real options can help decision makers fortify supply chain capabilities no matter the crisis.

time-read
10+ 分  |
Fall 2024
The Three Traps That Stymie Reinvention
MIT Sloan Management Review

The Three Traps That Stymie Reinvention

Organizational identity, architecture, and collaboration can be either assets or liabilities to pursuing growth in new sectors.

time-read
10+ 分  |
Fall 2024
What Makes Companies Do the Right Thing?
MIT Sloan Management Review

What Makes Companies Do the Right Thing?

Vaccine makers varied widely in their engagement with global public health efforts to broaden access to COVID-19 immunizations. Ethically motivated leadership was a dominant factor.

time-read
10+ 分  |
Fall 2024
Build the Right C-Suite Team for Your Strategy
MIT Sloan Management Review

Build the Right C-Suite Team for Your Strategy

CEOs can foster a more effective leadership team by understanding when to tap senior executives' competitive instincts and when to encourage collaboration.

time-read
10+ 分  |
Fall 2024
A Better Way to Unlock Innovation and Drive Change
MIT Sloan Management Review

A Better Way to Unlock Innovation and Drive Change

A strengths-based approach to building teams can win employee commitment to change and foster an inclusive, agile culture.

time-read
10+ 分  |
Fall 2024