I recently stumbled across the article linked below, which felt extra relevant given the alarming stories in the news this week, around the "cult-like" 95 hour working weeks for young employees of Goldman Sachs. 

Whether they recognised it or not, employee wellbeing has always been important for employers. Not least, simply from a moral or ethical obligation to ensure their employees are being treated fairly, getting the support they need when they need it and are generally coping with demands inside and outside the workplace. 

But for those less emotionally minded, more practical leaders, its' importance is evident from the impact it has on business-critical priorities like talent attraction and retention. Community sites like GlassDoor, potentially providing limitless bad PR for your organisation and a spiraling rate of attrition as an impact of employees needs not being catered for can be a real headache for an organisation trying to achieve a stable and well resourced workforce. 

Lastly but not least, as this article explains, employee engagement and the output (or lack of) of an organisations human capital  is directly impacted by employees wellbeing.

So given the importance of the subject both practically and morally, its great to see that organisations now recognise that a "one size fits all" approach doesn't suffice. We've all no doubt seen across our organisation how some colleagues are chomping at the bit to return to the office whilst others have found total happiness on Zoom in their box room offices! The vast differences in how some thrive and others merely survive during the working from home period of the last twelve months highlights how a tailored approach is needed. 

During the COVID pandemic, it feels this focus on staff wellbeing is now something that will stay on leaders agenda as as opposed to being a bolt-on objective for HR managers