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Wellbeing at Work: How to Lead Lasting Change

Wellbeing at Work: How to Lead Lasting Change

At the beginning of 2022, the U.S. Bureau of Labor Statistics reported that 4.5 million American workers voluntarily left their jobs in November 2021, the highest number on record. “The Great Resignation” is the unexpected and widespread trend following on the heels of a two-year pandemic that has brought about physical, emotional and mental suffering. As a result, business leaders have recognized that they have a responsibility to care for their employees. They know that their companies can only thrive when their people thrive, and they are seeking new ways to support wellbeing among their staff.

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Nurturing health and happiness at work

Nurturing health and happiness at work

Shouldn't everyone be able to flourish and thrive at work, rather than just function or even struggle? So many people are experiencing work-related stress1 and poor mental health, particularly considering the last two years – a survey by MIND showed that more than 80%2 of people reported struggling with mental health problems during or before the pandemic. This article recommends six steps to promote wellbeing in the workplace and help people flourish.

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purpose at work

Re:Purpose at work

Why and how we need to change our approach to creating a sense of purpose at work. At a time when everyone is heavily invested in ‘purpose at work’ do we need to re-examine what really gives people a feeling of purpose?

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Wellbeing at work

Wellbeing at work: The need to bring about real, lasting change via a strategic approach

COVID-19 has made the corporate approach to wellbeing even more crucial. With more people working from home or in a hybrid way, it can be more difficult to find a unified approach, according to a new study on wellbeing conducted by Forty1, the employee experience division of The Creative Engagement Group (TCEG).

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Is it time to reimagine wellbeing in the workplace?

Most organisations would probably agree that business has largely accepted the need to bring ‘wellbeing’ into the core of what they do. Once seen as peripheral, soft, or ‘fluffy’, the pandemic has made us begin to reconsider its centrality to core business activity. But to bring about lasting, meaningful change and to ensure it’s seen as fundamental – we’ll need to relook at existing perceptions, challenge them, and envisage the impact of this reimagining of a wellbeing 2.0.

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