Mental health challenges are rising globally. At the same time, the concept of work-life balance is also being replaced in our workplaces. In the corporate landscape, profit always takes centre stage, but a new role is emerging in the Western countries that put the health and happiness of the employees first.
Here comes the role of a Chief Wellbeing Officer (CWO). It means a strategic leader dedicated to maintaining an organisation’s well-being culture. Incorporating this role represents, at the least, a willingness to change corporate culture. A culture that links employee wellbeing with organisation success.
In recent years, big corporations have increasingly realised the importance of employee health and well-being.
For instance, in 2022, AT&T appointed a Senior Vice President dedicated to overseeing the health and well-being initiatives within the company.
Similarly, EY, a professional services firm, made a similar significant move. In 2021, the company hired a CWO to lead well-being strategies and initiatives. In 2022, AON, a leading management consulting firm, recognised the need for a CWO to champion employee wellness within their organisation.
Even government agencies are recognising the significance of well-being in the workplace. The previous year, the Central Intelligence Agency (CIA) took a proactive step by appointing a CWO to ensure its workforce’s mental, emotional, and physical health.
Moreover, companies like Delta Airlines are trying to redefine traditional roles to adapt to evolving wellness ideas. For instance, Delta appointed a Chief Health Officer in 2021, which meant a shift towards a more comprehensive approach to employee wellness. This idea reflects a broader vision of well-being that considers various aspects of Employee health, happiness, and fulfilment.
Covid-19 accelerated the role.
The COVID-19 pandemic brought unprecedented challenges in 2020. And some of the challenges persist. Since the beginning of the pandemic, the role of CWOs has gained importance. It is now viewed in many Western companies as a crucial way of supporting employee wellbeing.
During this time, there has been a massive shift to remote work. This, in addition to high levels of social isolation and stress, has emphasised the importance of companies prioritising the health and well-being of their workforce like never before. Many companies have started to realise the urgency. Likewise, they have taken proactive steps to address the concerns.
Companies that have mainly chosen to connect the role of CWOs to their existing human resources departments. This acknowledges the interconnectedness of employee well-being with broader HR functions such as talent management, employee engagement, and organisational development.
This type of development allows for a better approach to maintaining employee wellness. The idea is also reshaping the functions of the overall HR system, where well-being is considered a vital issue in the organisational culture and practices.
The pandemic era continues to shape the future of work. So, the role of CWOs also remains crucial for the benefit of the employees. By focusing on the health and mental wellness of the workforce, companies not only prove their commitment to their workers and make sure they do better in the long term. And this is only possible if its workforce is happy.
Importance of CWBs in Bangladeshi corporate culture
Bangladesh is a rapidly growing economy.
Along with its economy, the country’s corporate sector is booming. And in line with the worldwide trend, work-related stress and burnout are also increasing. So, the need for a dedicated leader for employee wellness is quite clear. However, as of yet, there has been no instance of a CWO in any Bangladeshi companies.
A mix of traditional values and modern business practices characterises Bangladesh’s corporate landscape. Family-owned enterprises coexist with multinational corporations. It is a mixture of hierarchical structures and agile decision-making processes. Respect for authority and loyalty are deeply present in our society and corporate structure. This has a significant effect on our workplace dynamics.
Like many emerging economies, Bangladesh corporations face various challenges.
Rapid urbanisation, infrastructure constraints, and socio-economic disparities are some of them. In this context, organisations have to deal with many issues. These issues range from talent retention and skill development to creating a healthy work environment.
Moreover, traffic-jam-related productivity loss and stagnant salaries in the previous half are two critical issues that put mental pressure on the employees.
Against this backdrop, the role of the CWO might be a paradigm shift in organisational priorities. Traditionally, corporate leadership in Bangladesh focused primarily on financial performance and operational efficiency. However, the CWO’s role could extend beyond conventional focus. It could emphasise employee satisfaction, mental health, and work-life balance. The prospect of creating such a role might be highly and positively impactful.
Senior management, the HR department, and other stakeholders must collaborate to implement this new role. They must seriously promote the employees’ physical, mental and emotional wellness. Only then will the appointment of CWO truly mean a commitment to employee-centric policies. It will be a recognition of the interconnection between employee well-being and organisational success, which is highly needed in the present-day corporate reality of Bangladesh.
Author: Sabyasachi Karmaker
