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Overcoming Leader-Employee Gaps to Boost Workplace Happiness and Productivity

Workplace wellness is a continual process, not a final goal. Every progress, no matter how minute, is significant. As Thich Nhat Hanh once stated, "Mindful living is a journey, not a destination." This perspective is increasingly relevant in today's organizations, where workplace well-being is...

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Strengthening Communication Gaps in the Workplace to Promote Employee Welfare
Strengthening Communication Gaps in the Workplace to Promote Employee Welfare

Overcoming Leader-Employee Gaps to Boost Workplace Happiness and Productivity

In a recent survey, it was revealed that a significant disconnect exists between executives and employees when it comes to the state of workplace well-being.

While an impressive 89% of executives believe their organisation advances human sustainability, only 41% of employees share this sentiment. This disparity raises concerns about the perception of organisational efforts towards employee well-being.

The survey also found that improving well-being is a top priority for 84% of respondents, with 74% ranking it above career advancement. However, many leaders overestimate the current state of employee well-being. Only about a third of employees reported improvements in their health, a key well-being indicator.

To reverse this decline and rebuild trust, leaders must adopt targeted measures. One such measure could be addressing the disconnects identified in the report "Six leader/worker disconnects affecting workplace well-being," authored by Rob Goffee and Gareth Jones.

One such disconnect is the gap between leaders' perceptions of employee satisfaction and reality. Although 70% of employees report access to well-being benefits and 80% use them, only 43% are satisfied, while 90% of executives believe employees are content.

Another disconnect lies in transparency. While 84% of executives acknowledge that healthy leaders can inspire healthier teams, only 16% of workers perceive such transparency.

Furthermore, while 96% of managers agree they bear the responsibility for supporting employee well-being, only 71% of employees believe co-workers care about their well-being, and fewer see genuine concern from leadership.

To bridge these gaps, leaders must take concrete steps to demonstrate their commitment to employee well-being. This includes implementing well-being initiatives that truly meet employees' needs, fostering a culture of transparency, and showing genuine care and concern for employees' well-being.

By addressing these disconnects, organisations can not only improve employee well-being but also foster a more engaged and productive workforce.

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