Why Showing Kindness Benefits Business and Society
As employers seek to ease the lockdown, many ethical dilemmas will need to be resolved. As the compassionate approach demonstrated by the leaders of countries such as New Zealand, Germany, Taiwan and Finland showed, there’s much to be said for moral decision-making based on the principles of care and benevolence.
Instead of attempting to defy the virus on the grounds that most people would be okay, these leaders locked down hard and early to protect as many people within their communities as possible. The result was a masterclass in the value of kindness, which is, if nothing else, putting other people’s needs above your own.
善良是今年的主题Mental Health Awareness Week，值得注意的是，善意带来了巨大的商业效益。
We all know how much more likely we are to go the extra mile for an employer or colleague who shows us kindness. A major study into the link between福祉和生产力shows that employers who treat people well, by prioritizing employee well-being, are up to 10.6 days more productive, per person, than those that have just average physical and mental well-being.
In This Climate, Kindness Has Become a Priority
Similarly, employers who perhaps weren’t prioritizing well-being as much as they could have in the past, now have a unique opportunity to shift the culture of their organization, by relaunching their well-being strategies and putting the welfare of their people at the heart of their business strategies.
Ordinarily, such a focus on people would have been met with mistrust, unless accompanied by another shift in culture, such as the appointment of a new CEO. But the disruption caused by the virus and emotional impact of the lockdown means we are ready to re-evaluate the importance of health and well-being, the meaning of work, and the value of work-life balance for boosting mental well-being.
Going forward, showing the caring face of the organization isabout recognizing the need to design work around human needs, and not the other way round.
The impact of the coronavirus on the mental health of the workforce is not to be underestimated.
Going forward, showing the caring face of the organization isn’t about giving people free fruit, the odd day off, or the opportunity to take part in one-off mindfulness workshops.
It’s about recognizing the need to design work around human needs, and not the other way round. It also requires introducing and thoroughly embedding the concepts of “good work” into health and well-being strategies and the culture of the organization itself.
Not least by asking: Can we keep our people safe once they return to work? Do people have realistic targets? Are they allowed to control their workflow and deadlines to reduce stress levels? Do they have the opportunity to take breaks, exercise and eat well? Are they able to enjoy positive interactions with others?
Most employers have now reached a crossroads of maturity where health and well-being at work is about to move on from haphazard and uncoordinated programs based on anecdotal evidence. The future requires a strategic and evidence-based approach, based on data-driven assessment, sector insights and benchmarks.