Never has concern for the well-being of employees been as crucial as it is now. In an already challenging world, where comparison and competition are constant, companies have a responsibility to look after people, promoting their flourishing and development, rather than contributing to their suffering, as has been observed. More and more studies are showing that companies that invest in the health and well-being of their employees reap the following benefits substantial benefits, reflected in productivity gains, greater employee satisfaction e more positive financial results. 

In a context where mindfulness, yoga, Although running groups and therapy have been hailed as valuable contributions to well-being, it is important to recognise that, although they are beneficial resources, they act superficially on the symptoms, not on the roots of the problem. stress e burnout in the workplace.

Despite huge annual investments in corporate wellness programmes, the challenge of mental health persists and is growing substantially. Therefore, offering a mindfulness or therapy is not effective if the communication is not transparent, if it doesn't exist psychological safety, recognition e valorisation, and if command and control persists in a competitive environment with less than empathetic leadership.

It is essential to build a foundation of psychological security, following the four axes proposed by Amy Edmondson, Professor of Leadership and Management at Harvard Business Schoolto create a safe space for reviewing attitudes towards mistakes; to establish an environment with clear and transparent communication; to foster a collaborative environment; and to prioritise diversity, equity and inclusion.

In addition, we need to transform the way we relate to each other in companies: build relationships of trust, empathy and humanity; have leaders who value and recognise their teams, making room for active listening. New models of working hours are also needed, with greater flexibility and autonomy. If we really want to promote well-being, we have to take action, taking responsibility for building a better working environment. a more just, humane and positive culture.

As investing in employee wellbeing becomes a strategic priority for companies, it is essential to recognise the the role of legislation in guiding and regulating these initiatives. Employers (increasingly) have a duty to respect their employees, treat them with dignity and provide them with good working conditions. In this sense, we have seen a rapid evolution of labour legislation in order to respond to the issue of the moment: o work-life balance.

First of all, in 2021 - in the midst of the pandemic - there was a significant change to the teleworking regime, conferring greater autonomy, flexibility and ease in reconciling employees' personal and professional lives who benefit from this scheme. The same legislative amendment also expressly enshrined the “right to disconnect”, This means that the employer must refrain from contacting employees during their rest periods (with the exception of situations of force majeure), and employees cannot be penalised in terms of working conditions and career progression by not responding to requests during their rest periods.

Two years later, with the aim of continuing this work to promote employee wellbeing, the Decent Work Agenda has introduced new protection measures regarding the prohibition of discrimination, The new legislation will be published in the Official Journal of the European Union, in particular with regard to the enjoyment of rights under the parenting and promoting equality between men and women, bridging the main asymmetries in the parental leave system. This legislative change has also enabled mechanisms to be put in place to improve working time management along with reconciling professional, personal and family life, This is particularly the case with the introduction of new exceptions to the application of adaptable working hours and time banks.

Another much talked about measure in this context is the “4-day week”. Its origins lie in reducing weekly working hours, increasing productivity and competitiveness, promoting physical and mental wellbeing (reduction of workloads, etc.). stress and cases of burnout), as well as increasing quality of life, this pilot project is coming to an end and the results and the impact it has had on companies and their employees will soon be publicised.

Although we are moving towards creating an environment and a regulatory framework that responds to these challenges and there is a clear global trend towards sensitising work and raising awareness of the dignity it imposes on all workers, the truth is that there is still a lot of work to do, specifically in terms of implementing a more effective work environment. mindset adjusted to the needs of companies and employees in these matters. 


Maria João Gomes, Consultant, SHL Portugal
Marina Costa Cabral, Senior Associate, VdA

Published in Human Magazine on 11/12/2023