Keolis Downer

Nikki Klinkert

The concept of health and well-being in the workplace is not a new phenomenon. It dates to the early 1600s where Italian physician Bernardini Ramazzini was one of the first to articulate the effects of work exposure on workers and how these could be minimised or prevented. While early literature in this space mainly focused on physical well-being, the last 20 years have seen a massive shift toward mental health and well-being in the workplace. The Covid-19 Pandemic heightened the need to understand and encourage well-being in the workplace with the legislative responsibility to do so now dictated in the ‘Managing the risk of psychosocial hazards at work Code of Practice 2022 under the Work Health and Safety Act 2011.’

So where do we begin?

I have spent a lot of time this year investigating ways to motivate and reassure my team and ensure that they are mentally and physically well. To complicate matters, they have been under-resourced for at least 6 months navigating a particularly complex year. I could not immediately change the resourcing situation–it takes time to find the right people. I could potentially take away some of their work and tend to this myself but on an ongoing basis this could have the opposite effect. It got me reflecting on times and situations throughout my career and personal life where I was just fizzling or flourishing. I realised that the times that had the least impact on my well-being were the times when I felt appreciated. Never mind the workload or road ahead – when I know that my efforts are appreciated and that my team is counting on me, I am flourishing!

So, what does appreciation in the workplace look like?

Care – Most people these days have a full plate trying to balance their careers with family obligations, self-care, and life in general. Throw in a major life event and the plate is likely to overflow. During difficult times, it is so important to show your employees that you care about them by offering support and understanding. What this looks like will differ depending on the situation at hand. Care is a meal sent home to the dad of a sick child. It’s the check-in text sent to an employee who lost a loved one. Care is asking, “Are you ok?” and meaning it.

Recognise – a recent survey indicated that 53 percent of employees did not feel that they were recognised for doing a good job. The consequence of that is enormous. Why would you continue to do a good job if it was going unnoticed? These days every third unsolicited email in a manager or HR professional’s inbox is from a company offering the latest and greatest in reward and recognition programs. Many of these programs are fantastic but if the recognition behaviours are not demonstrated by the managers and leaders then the App is lip service, and the cost far outweighs the benefit. Whether private or public, structured or casual, financial or other, a good job must be recognised on time and with heart.

Openness – The Oxford dictionary states that openness means a lack of restriction or accessibility. Firstly, if we look at accessibility this means managers and leaders must be available. This means an open door with some free time and a welcoming disposition. A lack of restriction means that we can talk openly without fear of rejection or judgment. Being open to a conversation does not mean that you need to agree with the employee or action their wish immediately. It means that they felt heard, understood and that due consideration will be given to the content of the discussion. The need for an open channel for communication is more necessary than ever before. It is the meeting point of a two-way street and the gateway to transparency in the workplace.

Safety – this word is often used in the HSQE space referring to processes and principles. I believe it sits at the heart of people. We need to genuinely provide a workplace that is safe. Where people feel safe enough to be their authentic selves. Where our teams need to feel safe enough to be innovative and fresh and to make mistakes along the journey. A safe workplace means that I can speak up when it matters and that my manager has my back. A safe place builds trust.

Grow – Being a keen gardener, this element is close to my heart. I appreciate my vegetable garden more than any other part and I really want the plants to grow and flourish. I spend time in the garden and provide the necessary resources to ensure optimum growth. I protect the plants from harsh elements or insects and the neighbour’s cat. When you have a genuine interest in your employee’s well-being and career fulfillment, it's important to offer them the resources and opportunities to grow. Growing employees does not only benefit the individual but the company too.

Jamais Cascio presented that the updated acronym used to describe the current world of work is BANI. This stands for Brittle, Anxious, Nonlinear, and Incomprehensible. A workforce demonstrating behaviours in line with BANI is absolutely not flourishing! Anxiousness and well-being are nonsynonymous. Brittle and safe are not congruent. Perhaps the employee of 2023 is behaving BANI out of a lack of appreciation.

Now is the time to show up genuine and honest. All levels of management and leadership should be taking the time to write that note, have that coffee with them, and say that special thank you, to their employees. Appreciate them and help them flourish.