Executive Summary: Research conducted by Deloitte reveals a striking disconnect between executives and employees when it comes to perceptions of well-being in the workplace. While the vast majority of executives believe their employees are thriving in all aspects of well-being, a significant proportion of employees report experiencing fatigue, mental health issues, and a general lack of support from their leaders. This gap in understanding has far-reaching implications for employee engagement, productivity, and retention, as well as the overall success of the organization. In this article, we explore the extent of this disconnect, its potential consequences, and strategies for executives to bridge the gap and foster a more supportive and aligned workplace culture.
KEY TAKEAWAYS
- There is a significant disconnect between how executives perceive employee well-being and how employees actually feel, with executives vastly overestimating how well their employees are doing.
- Only 47% of employees believe executives understand the difficulties of the pandemic, compared to 90% of the C-suite who think they grasp the challenges.
- A mere 56% of employees feel executives care about their well-being, while 91% of the C-suite believes employees perceive their leaders as caring.
- This well-being disconnect can severely impact employee engagement, productivity, retention, trust in leadership, and overall organizational performance.
- Nearly 70% of the C-suite and over half of employees are considering quitting for jobs that better support well-being.
- To bridge the well-being gap, executives must prioritize open communication, lead by example on well-being, invest in comprehensive support programs, and seek training to enhance their understanding.
- Creating an authentic culture of openness around well-being is crucial for improving employee experiences and positioning organizations for success.
The Disconnect Between Executives and Employees on Well-Being
The Extent of the Well-Being Disconnect
The Deloitte survey results paint a concerning picture of the disconnect between executives and employees regarding perceptions of well-being in the workplace. While more than 80% of global executives believe their employees are thriving in all aspects of well-being, the reality is quite different. Fewer than two out of three employees rated various dimensions of their health as “excellent” or “good,” and a substantial proportion reported experiencing fatigue and mental health issues.
This disconnect extends to the perceived level of support executives have provided during the pandemic. Only 47% of workers believe their executives understand the difficulties they’ve faced, yet 90% of the C-suite believes they recognize the challenges their employees have experienced. Similarly, while only 53% of employees feel that their company’s executives have made decisions in their best interests, 88% of the C-suite believes their decision-making has been exemplary.
Perhaps most alarmingly, only 56% of employees think their company’s executives care about their well-being, a stark contrast to the 91% of the C-suite who believe employees feel their leaders care about them.
Impact of the Well-Being Disconnect
This well-being disconnect between executives and employees can have severe consequences for organizations. When employees feel their well-being is not understood or prioritized by leadership, it can lead to decreased engagement, productivity, and job satisfaction. This, in turn, can contribute to higher rates of absenteeism, presenteeism (when employees are physically present but not fully engaged), and turnover.
In an era where talent retention is critical, the survey findings indicate that a failure to address employee well-being could lead to a significant exodus of workers. Nearly 70% of the C-suite and 57% of employees are seriously considering quitting for a job that better supports their well-being.
Moreover, when executives are disconnected from the realities of their employees’ experiences, it can erode trust and create a culture of disengagement and resentment. This can manifest in decreased innovation, collaboration, and overall organizational performance.
Bridging the Well-Being Gap
To well-being bridge the gap between executives and employees, leaders must prioritize open and honest communication about well-being. This includes actively listening to employees’ concerns, acknowledging their struggles, and demonstrating empathy and understanding.
Executives should also lead by example by prioritizing their own well-being and being transparent about their own challenges and experiences. This can help create a culture of openness and support, where employees feel comfortable sharing their concerns without fear of judgment or repercussions.
Additionally, organizations should invest in comprehensive well-being programs that address the holistic needs of employees, including physical, mental, emotional, and financial well-being. These programs should be tailored to the specific needs and preferences of the workforce and should be regularly evaluated and updated based on employee feedback.
Finally, executives should seek out training and development opportunities to enhance their understanding of well-being and its impact on organizational performance. This could include workshops, coaching, or even partnering with well-being experts or consultants.
Summary
The disconnect between executives and employees regarding perceptions of well-being in the workplace is a significant issue that cannot be ignored. When leaders fail to understand and address the well-being needs of their employees, it can have far-reaching consequences for engagement, productivity, retention, and overall organizational success.
By prioritizing open communication, leading by example, investing in comprehensive well-being programs, and seeking out professional development opportunities, executives can bridge this gap and create a workplace culture that values and supports the holistic well-being of all employees. In doing so, they not only improve the lives of their workforce but also position their organizations for long-term success in an increasingly competitive and demanding business landscape.
Sam Palazzolo, Principal Officer @ The Javelin Institute
Reference: Fisher, J., & Silverglate, P. H. (2022, June 22). The C-suite’s role in well-being. Deloitte Insights. https://www2.deloitte.com/us/en/insights/topics/leadership/employee-wellness-in-the-corporate-workplace.html