Managing Wellbeing in the Workplace as HR
HRNZ recently ran a small qualitative survey on wellbeing in the workplace. We had 56 respondents who anonymously provided their insight into where they saw strengths and weaknesses of their workplace’s approach to wellbeing. Importantly, the survey also covered what these HR professionals found the biggest risks to be in managing their own wellbeing. Read on to see what these risks were, and some tips to manage these.
Wellbeing in the Workplace Findings
Initially, the respondents were asked about what forms of resources their workplaces offered to promote wellbeing. The workplace's employee mental health and wellbeing resources focused heavily on EAP, internal resources and information sharing, workshops and training sessions, and wellbeing allowances. The option to work flexibly was also a resource to aid employees' mental health.
Following this, the respondents named the factors that they felt most influenced wellbeing at work. Workload was the most common factor, closely followed by leadership and management, and relationships. Other important factors included psychological safety, financial pressures, job security, and culture and inclusion. Regarding what respondents believed their workplaces did well, many (54%) cited that the uptake of EAP services was positive. Also, a significant initiative the respondents found was successful in promoting well-being was flexible working arrangements. This was hugely important in enabling strong wellbeing in the workplace and commented on frequently throughout the responses. Discussions about managing workloads regularly were also frequently cited as another successful well-being initiative, including encouragement of work-life balance.
Regarding what should be improved in the respondents' workplaces, many wanted improved and increased flexible working arrangements, including increasing the accessibility of flexible working arrangements, reducing stringent reasoning for working from home, and potentially implementing a four-day workweek. Clearly flexibility has helped improve workplace wellbeing from the perspective of our respondents, and they would like to see this go further and be implemented more widely. Additionally, according to the respondents, ensuring that people do not work beyond their contracted hours and creating systems to support switching off and maintaining reasonable work hours were also areas that needed improvement. More tangible wellbeing benefits, including gym/yoga memberships, health subsidies, commuting allowances, and additional leave days, were also cited as important areas in need of improvement.
The biggest risks to workplace well-being in the current climate included workload and overwork, financial and economic pressures, job security, and restructuring. Leadership and management issues, burnout, and team dynamics were also high-risk areas.
Wellbeing Risks for HR Professionals
HR professionals play a crucial role in supporting the wellbeing of employees, but often, their own wellbeing takes a backseat. The respondents revealed a wide range of risks to HR professional’s mental, emotional, and physical health. From heavy workloads and emotional burnout to dealing with sensitive employee issues, the stresses associated with this profession are undeniable.
1. Managing Workload and Expectations
One of the most common concerns reported was the overwhelming workload. HR professionals are often expected to be the "fix-it-all" of the organisation, handling everything from employment relations (ER) issues to disciplinary processes. Many feel overworked, and others spoke of the pressure of being the go-to problem solver.
2. Building Emotional Resilience
Many respondents pointed to the emotional toll of dealing with sad, stressful, or even traumatic employee situations. HR professionals are often mediators, working through sensitive matters such as redundancies, disciplinary issues, and personal employee concerns. Emotional burnout and taking on others' stresses were cited as significant challenges.
3. Combatting Burnout
Burnout was a recurring theme, exacerbated by increasing job expectations, a lack of resources, and the feeling of not being appreciated. The emotional labour involved in constantly resolving conflicts, managing power struggles, and dealing with difficult conversations adds to the risk of exhaustion.
4. Tackling Imposter Syndrome
Some respondents expressed struggling with imposter syndrome—feeling inadequate despite their qualifications and experience. This can add to stress levels, especially when HR practitioners are expected to provide all the answers.
5. Managing Power Struggles and Conflict
HR professionals are often placed in the middle of power struggles, mediating between staff or between staff and management. Dealing with these interpersonal conflicts day in and day out can be draining and demoralising.
6. Dealing with Constant Change
The survey also highlighted concerns about job security, particularly for HR professionals in non-revenue-generating roles. Many expressed worry about being next in line during organisational restructures and the stress of navigating constant change while managing other teams' transitions.
Strategies to Support Wellbeing
Self-care as an HR professional may seem impossible to schedule into your hectic schedule. However, self-care doesn’t have to mean face-masks and a long bath, it also means making sure the basic tenets of your workday are healthy. While some of these tips may seem trivial, feel free to use this list as a prompt to remind yourself to prioritise these throughout your days and work weeks!
Managing Workload and Expectations
Prioritisation and delegation: Break tasks into essential and non-essential, and learn to delegate where possible. It’s okay to say no when needed.
Time blocking: Schedule time for both work and breaks to avoid constant reactive mode.
Seek support: Reach out for additional staff, external consultants, or automated HR tools to share the load.
Building Emotional Resilience
Set boundaries: Learn to compartmentalise and practice leaving work at work. Supporting employees is important, but taking on their emotional burden is unsustainable.
Find an outlet: Engage in mindfulness, exercise, or seek therapy. HR professionals need a healthy outlet to release stress.
Peer support: Find a colleague to debrief with, whether internally or through external HR networks.
Preventing Burnout
Establish work-life balance: Take regular breaks and set boundaries around work hours, especially if working remotely. Plan a coffee with a friend or colleague in your break times to make sure you step away from your work!
Advocate for support: If your workload is unsustainable, speak to leadership about additional resources or adjusting expectations.
Recognise early signs: Fatigue, disengagement, or constant stress are warning signs of burnout. Acting early is essential for recovery; don’t be afraid to take a moment to rest.
Take that PTO: Make sure you use these days to refresh and recharge!
How HRNZ Can Help
HRNZ recognises the risks of burnout and emotional exhaustion faced by those in the profession. We offer a range of support services and development opportunities to help HR professionals stay connected, upskill, and safeguard their wellbeing.
- HR Café Connects: These informal networking events allow HR practitioners to meet in small groups, discuss challenges, and provide mutual support. Sharing experiences can offer fresh perspectives on persistent issues and help build bonds within the HR community.
- Mentoring Programme: HRNZ’s mentoring initiative pairs experienced HR professionals with those seeking guidance, allowing for one-on-one support. Mentorship is a powerful tool for fostering personal and professional growth, as well as for combatting feelings of isolation or imposter syndrome.
- eLearning and Development: HRNZ offers a variety of learning opportunities, including virtual summits, in-person forums, and an ever-evolving eLearning platform. Continuous learning not only builds skills but also fosters confidence and a sense of control—key factors in reducing burnout.
Conclusion: A Compassionate Approach to Wellbeing
HR professionals are the caretakers of their organisations, but they must also prioritise their own wellbeing. By building strong support networks, seeking out mentors, managing workloads, and advocating for the necessary resources, HR practitioners can navigate their challenges while maintaining their emotional resilience.
This Wellbeing Month, we encourage you to take a moment to reflect on your own needs and how we can support one another. HRNZ is here to provide the tools and connections that can make a difference. Compassion starts with taking care of yourself—because only when you are well can you truly care for others.