By Rodolfo Oviedo
One of the most recurrent concerns on the part of companies and their collaborators is to identify what actions or initiatives are able to generate a culture of well-being, which is already recognized as a trigger for commitment, innovation, and the generation of value.It is as important to evaluate the work environment—which are the perceptions of the collaborators on a day-to-day basis—and the culture of the company, because when there are gaps between the two it is a sign of a “theoretical” work culture that is not really being implemented. the practice.
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We are facing an environment where it is important to evaluate an integral well-being and identify those integrating elements that are transmitted efficiently throughout the organization to avoid remaining only on the surface of speech or good intentions. The teams will not remember the words and they will remember the actions. If there is disagreement, it will have a direct impact on mistrust and a decrease in commitment or a sense of belonging.
- Do we have clear actions to benefit the well-being of our collaborators? What are they?
- Do we have effective tools to detect early and avoid burnout in all areas and at all levels of the company?
- Have we clearly communicated if employees have access to platforms or tools that help their overall well-being?
- Do we promote the use of wellness platforms or tools with a comprehensive approach (physical exercise, emotional health, financial health)?