In recent years, mental health awareness in the workplace has surged, with companies increasingly recognising the importance of supporting their employees’ wellbeing. Initiatives such as mental health days and wellness programmes are now commonplace.
However, there’s a growing concern that these efforts are often superficial—a phenomenon known as “wellbeing washing.” This occurs when companies promote their commitment to employee wellbeing through token gestures without addressing the deeper, structural issues that contribute to stress and burnout. The consequences are not only disingenuous but also harmful, leading to high employee burnout rates, particularly in high-pressure sectors like tech.
The Pitfalls of Wellbeing Washing
Wellbeing washing is akin to the stereotypical start-up culture that runs on the premise of “Pay them less—but throw in a ping pong table!” mentality. Unnecessary perks are dangled as incentives for employees to endure long hours and often exploitative working conditions. These surface-level benefits fail to address the root causes of workplace stress, and as a result, burnout rates are alarmingly high. In the tech industry alone, over 57% of employees report being burnt out.
The lesson here is clear: happy hours and pizza days do not keep burnout at bay.
Redesigning the Workplace for Genuine Wellbeing
To move beyond wellbeing washing, companies need to make substantial changes to their workplace structures. The physical environment plays a critical role in shaping employee experiences. While open spaces and hot-desking have been lauded for fostering collaboration, they can also be instrumental to individual wellbeing.
However, a more balanced approach involves incorporating quiet pods or designated areas for focused work and brainstorming. These spaces allow employees to retreat when needed, helping to manage the sensory overload often associated with open offices. Additionally, organisations should reconsider the use of cubicles and other structures that reinforce hierarchical separation without serving any functional purpose.
The bottom line: You may need to hire a skip and physically get rid of barriers in the team to be able to introduce a genuine wellbeing culture.
Transforming Management Practices
Changing the physical layout of the office is a start, but it’s not enough on its own. The management style within the workplace must also evolve to prevent burnout. Often, managers are promoted without adequate training, leading to poor management practices that can exacerbate stress. Micromanagement, excessive control, and a lack of trust in employees are common issues that drive workers to the brink of burnout.
Managers must be equipped with the skills to lead effectively, fostering a culture of trust and autonomy. This means recognising the strengths and weaknesses of their team members and supporting them in their roles rather than dictating every move.
Addressing Bias and Cultural Issues
Finally, to create a truly people-first company, it’s crucial to address the biases and cultural issues that permeate many workplaces. While many organisations claim to prioritise their employees, the reality is often different. Discrimination, particularly against certain demographics, such as neurodivergents or races, remains a significant problem.
Ultimately, invisible bias affects employees’ wellbeing. Statistics reveal that a third of neurodivergent employees report that their workplace experience has negatively impacted their mental wellbeing, while one in five have faced harassment or discrimination because of their neurodivergence.
Ultimately, the key to avoiding wellbeing washing lies in making meaningful changes that address the root causes of workplace stress and burnout. This involves rethinking the physical workspace, transforming management practices, and cultivating a genuinely inclusive culture.
