'People want freedom of choice on how they prioritise their wellbeing,' says HR leader
HR leaders might be surprised by the results of a recent report which notes a reduction in the number of employees who think their employers care about their wellbeing.
The findings of the 2023-2024 Aflac WorkForces Report showed less than half of the 2,000 employees surveyed across the United States believe their employers care about their overall wellbeing.
Here in Aotearoa, some organisations are demonstrating a willingness to go the extra mile when it comes to employee wellbeing. At law firm Simpson Grierson, a dedicated wellbeing manager keeps track of what it is employees really want to see in this space – and times are changing.
“Our last engagement survey showed that people wanted freedom of choice on how they prioritise their wellbeing,” says Sarah Bulkeley, organisational development & wellbeing manager.
“Traditionally, we had a gym membership allowance in place so we scrapped that and instead now give two wellbeing payments to our people in the year. It means they could do a dance class instead of the gym, or they can buy running shoes or set up equipment at home. It gives them more freedom.”
The organisation’s focus on wellbeing began back in 2007, she says, with an expo held in Auckland, at which many providers shared their work with staff for the day.
That grew to become an annual expo, which then developed into the company adopting an annual wellbeing programme, and later incorporating wellbeing into its values. With Bulkeley now a dedicated wellbeing manager keeping her finger on the pulse, the strategy’s continued to morph.
“It’s now something quite big and powerful,” she says. “It’s an evolving journey though and we are always learning. I think that’s testament to the firm realising early on that emotional wellbeing is just as important as health and safety and our physical wellbeing.”
The organisation’s wellbeing programme is called THRIVE and the activities it includes have involved thinking outside the box.
Yoga and stretch classes at work have proved popular, as have the mindfulness sessions, and the organisation’s managed to make the exercise classes work, despite not having a dedicated space.
“Mindfulness is a matter of pushing equipment aside and bringing your yoga mat along,” says Bulkeley. “We have also run those online and done a stretch class in one of our conference facilities with someone demonstrating. That brings quite a great energy to the room and a bit of a laugh.”
It also helps in terms of cross-team collaboration because colleagues are with like-minded people, she adds.
One of Bulkeley’s favourite aspects of the wellbeing programme is that it includes THRIVE champions: a group of volunteers from across the business who've been trained in mental health awareness.
“They're there to have confidential and supportive conversations with colleagues who may not be travelling so well. They also champion our wellbeing initiatives, so they'll often test resources or drive some of the initiatives.”
It’s important to support wellbeing programmes with policies, says Bulkeley. “One policy we have around this is generous sick leave, acknowledging that sick leave is an appropriate way to look after your mental and physical wellbeing, and we also have a generous parental leave policy, which ties into family wellbeing.”
Other aspects of the THRIVE programme proving popular include panel discussions on health, which have embraced subjects such as menopause and fertility awareness. Members of the team participated in sharing their personal experiences, she says.
“These are really powerful because they also enable people to understand what others are going through and help build a supportive community.
“A lot of what we do at Simpson Grierson is around reducing stigma, so the more we can do that, the more people are comfortable to come forward and share where they're at. It means we can provide the right support at the right time, before it’s too late.”
Given that the organisation operates flexible working and has offices in Auckland, Christchurch and Wellington, initiatives often involve Zoom or are held via video conference across all three centres.
There’s a good deal of crossover between wellbeing topics and the organisation’s diversity groups, says Bulkeley. This includes the Whānau group, parenting groups, and the Simpson Queerson group, which represents the Pride community
Also included under the THRIVE banner are educational workshops on topics including positive psychology, nutrition, and the science of sleep.
Having a strong wellbeing programme is a crucial part of the EVP, helping strengthen the organisation’s position in talent retention and recruitment, says Bulkeley.
“It's a very competitive market, especially when you're attracting people from overseas as well. It's important to remember though that on paper, benefits look really good, but making sure they're aligned to what you're trying to achieve from a values and culture perspective is what really counts.”
Most recently, the organisation launched another new initiative in the form of an app-based wellbeing resource, which goes as far as providing medical triage and advice, and a check-in system for those travelling home at night to make sure they get home safely.
“Ultimately, people want to do great work with great clients and be part of a really supportive culture,” says Bulkeley. “I think we work at demonstrating that through our commitment to our programme and our values and try to demonstrate that it’s a really genuine part of who we are at Simpson Grierson.”
