HR leaders can turn employee wellbeing into a business advantage. Actionable strategies can drive productivity and resilience, as expert speakers at the Investors in People Make Work Better conference revealed
Employee wellbeing has become a strategic priority for organisations striving to stay competitive. Forward-thinking HR leaders understand that by integrating wellbeing into the core of their business strategy they not only improve employee health but also drive productivity, innovation and resilience. Wellbeing is about more than perks, it's a business asset that supports agility in a world of constant disruption.
HR professionals have a critical role to play in influencing the c-suite, making the case for wellbeing as a driver of business performance. By adopting a future-focused, human-centred approach they can build the resilient, engaged workforce that organisations need to thrive. But how can HR leaders move beyond reactive interventions and turn wellbeing into a strategic advantage?
Drawing on insights shared at the Investors in People Make Work Better conference The People Space explores how to embed wellbeing into business strategy. From the role of leadership in creating people-centric cultures to the integration of technology in supporting mental health, here’s how HR can take the lead in making wellbeing a competitive advantage.
Moving beyond perks: creating purposeful, people-centred cultures
The old model of corporate wellbeing – a few mindfulness apps, fitness classes or perks like free fruit – is rapidly becoming outdated. Today’s HR leaders must do more than offer surface-level benefits. As Cary Cooper, professor of organisational psychology, emphasised at the Investors in People event: “It’s not about beanbags and ping pong tables. We’ve moved from what I call the ‘low-hanging fruit wellbeing stuff’ into thinking about it more strategically.”
Wellbeing is about building a culture where people feel seen, valued and trusted. This requires a shift in how businesses operate, focusing not on quick fixes but on the deeper aspects of work culture that affect mental health and engagement. Julie Stephens, people director at Bupa Dental Care, underlined the importance of leadership in this shift: “Your manager has just as big an impact on your mental health and wellbeing as your spouse.”
Leaders who foster a culture of trust, empathy and open communication can significantly improve employee mental health. HR’s role here is to equip these leaders with the skills and awareness to do so. Wellbeing needs to be woven into the fabric of how people are managed. But how can HR get leadership to buy into this approach? The answer lies in making the business case for wellbeing.
Wellbeing as a productivity and innovation multiplier
Employee wellbeing has a direct impact on business outcomes like productivity, innovation and employee retention. For years businesses have tried to increase productivity through process optimisation and technology investments. However, as CIO of Benefax and expert on workplace wellbeing Gethin Nadin pointed out at the conference, these efforts overlook a key factor: employee health. “The UK is the only OECD country that has failed to recover productivity levels since the 2007 financial crisis. We are not performing as well as we should be as organisations and employers because of the wellbeing problem, and much of this is down to poor employee health.”
This insight is critical for HR leaders trying to influence the c-suite. Business leaders often overlook the link between wellbeing and performance. Yet the data speaks for itself. When employees are healthier and more engaged they are more productive and innovative. Nadin added that “poor wellbeing correlates with poor innovation… the more ill people feel at work, the less innovative products come out of that company.”
For HR the challenge is to move away from seeing wellbeing as a ‘nice-to-have’ initiative and instead frame it as a business performance lever. Every investment in employee health should be tied to measurable outcomes that matter to the c-suite, whether that’s reduced absenteeism, increased productivity or higher levels of creativity and problem-solving. By showing how wellbeing impacts the bottom line HR leaders can elevate their position as strategic partners in the business.
Technology’s role in wellbeing: empowering, not overloading
Technology has transformed the workplace and it plays a pivotal role in supporting employee wellbeing. Yet as Paul Devoy, CEO of Investors in People, highlights, not all tech solutions hit the mark. For example, organisations launch schemes like wellbeing apps or classes and then “take up would drop off the side of a cliff”, he says. Why? Because technology alone isn’t enough to sustain a meaningful wellbeing programme. As research conducted by YouGov for Investors in People shows, the two things that employees value the most and say have the biggest impact on their wellbeing are flexible working and supportive management.
HR leaders must be careful not to overwhelm employees with too many digital tools. As Stephens notes, the key is in simplifying access to support: “We had a plethora of different apps and kind of different points to access wellbeing content or support, So we introduced a benefits platform that made rewards and wellbeing easy to access. The uptake was way beyond what we expected.” The lesson here is that technology should streamline the employee experience, making it easier for people to engage with wellbeing resources.
There’s also a growing recognition that technology can help prevent burnout before it happens. At the conference HR consultant Janet O’Hehir shared how AI tools could be used to monitor early signs of stress: “The AI tools that will be available are going to make it a lot easier for organisations to identify people who are potentially at risk of burnout.”
Microsoft likely knows more about our communication patterns than we do, thanks to advanced AI language models. Studies by social psychologists have shown that the way we use language can affect health outcomes. For instance, the Nun study of Aging and Alzheimer's Disease highlights this connection. In the future AI could offer helpful nudges, like a pop-up suggesting a health check when it detects a harsh tone in your emails. While data privacy concerns will need to be addressed, AI’s potential to impact both our communication and wellbeing is enormous
However, technology should support human interaction, not replace it. Whether it's AI-driven insights or wellbeing platforms these tools are most effective when combined with a human-centred approach that prioritises leadership and personal connection. HR’s role is to ensure that technology enhances wellbeing strategies rather than becoming a distraction or a checkbox solution.
Building resilience in a world of constant disruption
Organisations are operating in a landscape of constant disruption from rapid technological advances to public health crises. HR leaders must prepare their workforce not just to survive but to thrive in this environment. This means creating a culture where resilience is built into the way employees work and engage with the business.
Dame Carol Black highlighted the growing need for businesses to focus on resilience post-pandemic: She noted that the rise of chronic health conditions and mental health issues post-COVID has left businesses vulnerable. Building resilience into your workforce is not just about keeping them well today but preparing them for the future.
HR’s challenge is to make resilience an everyday part of business strategy rather than a response to crises. Petra Velzeboer, a mental health expert, echoed this sentiment, emphasising the role of leadership in fostering resilience and the importance of modelling good behaviour, However, she notes: “Vulnerability and honesty is modelling when we get it wrong as well.”
By embedding resilience-building strategies into leadership development HR leaders can help their organisations remain adaptable and agile, no matter what future challenges arise.
Wellbeing and the c-suite: elevating HR as a strategic partner
Perhaps the biggest shift in wellbeing is its growing importance at the executive level. Historically, wellbeing was often viewed as a 'soft' issue, managed by HR but rarely a priority for the boardroom. That’s changing and HR has the opportunity to position itself as a strategic partner by demonstrating how wellbeing can drive business results.
Devoy notes the "structural deficit" in the labour market: “There are more people retiring than entering the labour market. We've got 9.4 million people who are of working age who are economically inactive . We've got the highest levels of long-term sickness than we've ever had, and a high percentage of that is to do with mental health issues,” he says. The solution is to ensure that those who remain in the workforce are supported and productive. Wellbeing initiatives that focus on mental health, flexible working and supportive management can help businesses tackle these labour market challenges head-on.
For HR leaders this is the moment to step up and influence the c-suite. By presenting wellbeing as a solution to pressing business challenges, such as talent retention, productivity and innovation, HR can shift the narrative from wellbeing being a cost centre to being a value generator.
Actionable insights for HR leaders: turning wellbeing into a business strategy
To capitalise on this moment and reposition HR as a strategic partner wellbeing initiatives must be actionable and tied to key business metrics. Here’s how HR leaders can take immediate action:
- Lead with data and business outcomes: Don’t just present wellbeing as a moral or ethical issue. Tie it to outcomes that the c-suite cares about: productivity, innovation and employee retention. Leverage data on absenteeism, performance and employee engagement to build a compelling business case. As Nadin notes: "Poor wellbeing correlates directly with poor innovation and performance”
- Embed wellbeing into leadership development: Wellbeing starts with effective leadership. HR must invest in training managers to foster trust, empathy and resilience. As Stephens points out: “Your manager has just as big an impact on your mental health and wellbeing as your spouse”. Equip leaders with the tools to support their teams holistically.
- Integrate technology thoughtfully: Technology can enhance wellbeing initiatives, but it must be user-friendly and purpose-driven. Avoid overwhelming employees with too many tools and focus on platforms that simplify access to support and resources. As Devoy emphasises, technology solutions must be embedded into the overall wellbeing strategy to be effective. “When it comes to creating a healthy environment for employees we need to go beyond offering the perks and focus on how we can create a culture of wellbeing,” he says.
- Build a resilience-focused culture: Create a culture that prioritises resilience by empowering employees to manage stress before it becomes overwhelming. Encourage vulnerability and honest communication, as Velzeboer suggests, to build a mentally healthy workplace.
- Make wellbeing a c-suite priority: Elevate wellbeing to the boardroom by framing it as a strategic advantage. Wellbeing is not just an HR issue, it’s a key driver of business success. Use data to show how investing in employee health can directly impact performance and profitability.
Wellbeing as a business imperative
Workplace wellbeing is now a business imperative, not a side initiative. As we face the challenges of hybrid working, technological change and workforce disruptions, organisations that prioritise wellbeing will emerge stronger and more resilient. HR leaders have the power to turn wellbeing into a strategic advantage, positioning themselves as key influencers at the c-suite level. The question is not whether businesses can afford to invest in wellbeing but whether they can afford not to.