Research consistently shows the same thing: work offers structure, connection, meaning and the opportunity to develop skills. People who are unemployed for extended periods are considerably more likely to experience mental health issues. Even the fear of losing their job affects people’s well-being.
So why do we continue to focus so much on the negative aspects? According to Jacobs, this is due to a habitual emphasis on pathology.
The fact that work can be good for your health doesn’t mean that all work is healthy. The conditions make all the difference. Self-determination theory (SDT), which has been validated all over the world, offers a clear framework here, setting three basic psychological criteria that must be satisfied for employees to thrive: autonomy, relatedness and competence.
When these needs are met, there is a noticeable rise in motivation, engagement, performance and mental well-being.
Many organisations already invest in risk prevention, but they focus primarily on two extremes: primary measures such as general initiatives for everyone (a fruit basket or a one-off workshop), and tertiary measures such as treatment and reintegration when problems have already escalated.
According to Jacobs, through, little attention is paid to the most powerful tool: secondary prevention. This means early identification and support for employees who are at risk of losing their way.
Although businesses measure what is happening (risk assessments, engagement surveys), they often fail to take action on the basis of their findings. A lasting well-being policy requires more than one-off measures. Jacobs calls for a strategic, integrated approach:
- Know your needs. Use data to understand what’s going on.
- Integrate processes. Connect well-being initiatives with HR, leadership development and internal or external risk prevention services.
- Think in terms of ecosystems. Involve managers, HR, risk prevention advisors, employee representatives and external partners. Well-being doesn’t stop at the company’s doorstep.
- Operate dynamically. Assess, adjust and focus on what is really effective on an ongoing basis.
The key point is clear: mental resilience at work begins with a shift in thinking. Don’t start from risks and problems, but from well-being, growth and the fulfilment of basic psychological needs.
Organisations that make this adjustment go from firefighting to actively kindling the flames of a culture in which people can thrive and feel good on a long-term basis.
Want to know how to develop a strong, evidence-based well-being policy in your organisation? Contact your regular Account Manager at Vanbreda Risk & Benefits. We’ll be happy to share ideas with you.
