The first policy that contributes to the well-being of employees in organizations is recognition and a culture of commitment is built on it. From there, corporate well-being programs, adapted to the different groups of employees, generate greater adherence and results that are closer to those expected. This is what the speakers of the ORH Webinar “KPI’S and management leadership to manage the culture of well-being” concluded, organized in collaboration with Savia.
Talking about corporate well-being as an organizational strategy means introducing policies and initiatives that favor it in each and every one of the HR management processes with a clear purpose: to contribute to the business objective through the full participation of the employees. Recognition is, perhaps, the most transversal tool because it can be applied throughout the entire employee life cycle.; It barely costs anything, it “touches the hearts” of people and, yes, it requires a clear and fair merit evaluation procedure.
Amaya Barrientos, HRD of DHL Express Spain, He explained in this session how recognition is the process that enhances the organization’s people management vision. It is about connecting with the purpose by recognizing individual attitudes that materialize it in concrete actions, and for this, its necessary companion is a leadership culture oriented to results and based on respect.
Also participating in the session were Isabel Aranda, member of the Governing Board of the College of Psychology of Madrid, and Carlos Hernández, director of business and product development at Savia, who together with Amaya Barrientos have provided a three-dimensional vision of how to build a program where emotional well-being is inseparable from physical well-being.
Mental pathologies related to anxiety and self-esteem are in the top ten of those most reported to psychology professionals, as explained by Isabel Aranda. Responding to them from organizations entails establishing clear protocols both for their early identification and for providing managers with tools to do so, and this because “caring for those who care” must also apply to bosses as those responsible for managing the people who make up their teams. .
Throughout the conversation, the question of how to proceed in two very specific cases also arose:
- How and when to communicate with the person on leave due to mental illness.
- How to proceed upon re-entry to the workplace.
For both cases, Aranda has recommended establishing structured internal processes that allow, on the one hand, not to incur regulatory breaches related to the protection of the fundamental rights of the person, and on the other, favor post-discharge integration. And he has also added the need to train managers, but also employees, in the “power skills” necessary to increase their psychological strength.
Workers without children are the ones who most request psychological support from their companies
Surprisingly, the profile that most requests emotional support services in companies is that of workers without children (52%), despite the fact that work-life balance is seen, a priori, as a major source of stress. This is revealed by Savia’s study “Radiography of health in the company”, the results of which have been commented on by its director of Business and Product Development, Carlos Hernández. Paraphrasing Rafa Nadal, Carlos recalled that mental health must be trained, and in this sense, the study provides data on the value that employees give to a support service that helps them have a healthier lifestyle ( This is reported by 40% of the 1,000 employees participating in the consultation) and more efficient in their work performance (28%). So much so that 64% believe it is necessary for their company to offer it and 44% value it when changing organizations.
Finally, the expert has shared the main indicators that reflect the degree of penetration of the different health-related services in Spanish companies:
Source: Savia (Mapfre), 2024.
