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.

Denne historien er fra Spring 2023-utgaven av MIT Sloan Management Review.

Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.

Denne historien er fra Spring 2023-utgaven av MIT Sloan Management Review.

Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.

FLERE HISTORIER FRA MIT SLOAN MANAGEMENT REVIEWSe alt
Ask Sanyin: How Do You Build for an Unpredictable Future?
MIT Sloan Management Review

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.

time-read
2 mins  |
Winter 2025
What You Still Can't Say at Work
MIT Sloan Management Review

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.

time-read
7 mins  |
Winter 2025
Make Character Count in Hiring and Promoting
MIT Sloan Management Review

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.

time-read
10+ mins  |
Winter 2025
Why Influence Is a Two-Way Street
MIT Sloan Management Review

Why Influence Is a Two-Way Street

Managers achieve better outcomes when they prioritize collaborative decision-making over powers of persuasion.

time-read
10 mins  |
Winter 2025
Know Your Data to Harness Federated Machine Learning
MIT Sloan Management Review

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.

time-read
9 mins  |
Winter 2025
How Integrating DEI Into Strategy Lifts Performance
MIT Sloan Management Review

How Integrating DEI Into Strategy Lifts Performance

Incorporating diversity, equity, and inclusion practices into core business planning can provide a competitive edge.

time-read
9 mins  |
Winter 2025
The Myth of the Sustainable Consumer
MIT Sloan Management Review

The Myth of the Sustainable Consumer

Companies that understand the different kinds of consumers for sustainable products can market to them more effectively.

time-read
10+ mins  |
Winter 2025
A Practical Guide to Gaining Value From LLMs
MIT Sloan Management Review

A Practical Guide to Gaining Value From LLMs

Getting a return from generative AI investments requires a systematic approach to analyzing appropriate use cases.

time-read
10+ mins  |
Winter 2025
Improve Workflows by Managing Bottlenecks
MIT Sloan Management Review

Improve Workflows by Managing Bottlenecks

Understand whether process or resource constraints are stalling work.

time-read
10+ mins  |
Winter 2025
Craft Schedules That Work for Everyone
MIT Sloan Management Review

Craft Schedules That Work for Everyone

Business leaders can improve retention and business performance with schedules that make sense for workers’ lives.

time-read
10+ mins  |
Winter 2025