Atish Shawarna is an Insight Strategist at MillerKnoll for the APMEA Region, based in Bangalore, India. With over 10 years of experience in various design domains, he specializes in creating impactful user experiences in workspaces. An Industrial Product Designer with a specialization in Retail Experience Design, Atish shares MillerKnoll’s research and design insights with clients and the architecture and design community. His product-agnostic approach allows for deep discussions on the evolving workplace landscape.
We are delighted to share that Atish will be speaking in both Mumbai and Bengaluru as part of our India summit. We caught up with him to see how he’s feeling in the runup to the event.
Hi Atish, we are thrilled that you will be speaking at the Wellbeing at Work India Summit in April. Our first and most important question is, how are you doing today?
I am doing great đ As a person I love meeting new people every day at work & beyond. I draw energy from them that runs me through the day. I try to learn something from each of them which helps me understanding the world progressively and accepting the fact that we all are different from each other in some ways even if our core needs are the same. All we need to do is accept this difference positively.
As a leader based in the region, what are the main challenges you are facing when it comes to employee wellbeing and mental health?
As per my observation and understanding by talking to a lot of people at my work and outside I feel we all are uselessly chasing something which is not achievable or doesnât exist. if we set clear goals and dreams it should be achievable. The challenges I am noticing generally are burnout, external/ Internal  stress, work life balance, issues around Psychological Safety, lack of Support Systems, Generational Differences, excessive hype about AI will take over jobs. People tend to work excess hours to prove their productivity, or because of higher workload, and it becomes a culture of a firm and people are ok with it.
What strategies have you seen developing over the past 6 months, both internally and externally, that are moving the dial on wellbeing in the workplace?
Some major initiatives I have seen organizations adopting for Well-Being and Work-Life Balance of every employee.
Focus on Holistic Well-Being: Well-being initiatives go beyond basics (e.g., ergonomic furniture, meditation room) to focus on creating a lifestyle-oriented work environment. Companies are increasingly integrating human-centric lighting, biophilia, and wellness certifications (like WELL) to create healthier spaces.
Hybrid and Flexible Work Models: Embracing hybrid work as the new standard, companies are shifting to unassigned desks, flexible work schedules, and providing wellness facilities like quiet zones, collaboration hubs, and even freedom to take break norms of block calendars with unnecessary calls rather giving free slots to rest.Stress on Inclusivity and Accessibility: Design adaptations, using intuitive furniture, wellness spaces, and accessible layouts, are becoming standard as firms work to ensure inclusivity. Specific spaces are designed to cater to neurodiversity and physical accessibility needs. Every Neurodivergent employee is catered well at space.
Why is employee wellbeing so important to you personally?
Designing workplaces that nurture people and foster moments of delight and joy requires an intentional effort to truly understand what leads to wellbeing. Gyms and healthy food at work are great benefits and part of the equation, but wellbeing runs deeper than that. According to me wellbeing plays a vital role at our modern-day workplaces. First and foremost, I will first start with focusing on who is the end user of the space. Designing with them, not for them. We need to understand the experiences that people need in daily life and then approach designing physical spaces that should support those experiences. In this process I end up identifying opportunities to improve those experiences, which results in making wellbeing better overall. I focus on three levels of experience for every person I design for â physical, psychological, and social â and how might we design ways to meet employee needs across the floor holistically.
What impact is AI having in your organisation and how are you managing that?
Our workforce is very optimistic about AI. 91% of knowledge workers in India use AI at work as compared to the global figure of 75%, reflecting employee confidence in AI to save time, boost creativity, and focus. Leaders in my organization believe that we need to adopt AI to stay competitive. We are Providing fair and equitable access to AI training to all associates to allow business to fill skill gaps and offer productivity gains. AI is being adapted in all internal Tech tools we are using, and we are also developing our own AI tools to serve our external clients faster and better. We are embracing the change faster & faster.
Other than AI, are there any challenges that you are seeing for the first time and how are you addressing them?
Major challenges I am observing is about Talent attracting and retention, Generation gap and different expectations for each age group and Organization diminishing Culture. For addressing Talent attracting and retention issues we are internally developing a compelling overall brand image that highlights our company’s culture, values, and mission. Encouraging our current employees to refer candidates by offering incentives. This will help attract talent that fits well with our company culture. For retention we are providing continuous learning and development programs, mentorship, and clear career progression paths to help them grow within the company by working closely with Internal BRG team. To solve Generation gap issues, we are introducing Inclusive Recognition Programs: Developing recognition programs that celebrate the achievements of employees from all age groups. Encouraging open dialogue between different age groups. This can be achieved through team-building activities, cross-generational mentoring programs, and meetings. We also run recognition programs that celebrate the achievements of employees from all age groups. To tackle Culture diminishing issues we are Involving employees in decision-making processes and encouraging their input on company initiatives. This fosters a sense of ownership and belonging. Creating an inclusive environment where diverse perspectives are valued, people feel respected and heard. Organize events and activities that celebrate the company’s culture and milestones.Â
What areas do you think employers should be focused on over the next 12 months?
Employers should focus on several key areas over the next 12 months to ensure they remain competitive and create a positive work environment. Here are some important areas to consider:
Employee Well-being and Mental Health: Prioritizing mental health support and creating a culture of well-being will lead to a higher employee satisfaction and productivity.
Flexible Work Arrangements: With the shift towards remote and hybrid work models, employers should continue to explore flexible work arrangements to improve work-life balance and employee retention.
Diversity, Equity, and Inclusion (DEI): Fostering a diverse and inclusive workplace is crucial. Employers should focus on creating equitable opportunities and addressing any existing pay gaps & gender hiring.
Skill Development and Training: Investing in employee development through continuous learning and upskilling will help employees stay relevant and motivated.
Technology and Automation: Embracing new technologies and automation can improve efficiency and productivity. Employers should ensure their workforce is equipped to handle these changes.Employee Engagement and Retention: Implementing strategies to keep employees engaged and motivated is essential for reducing turnover and maintaining a strong workforce.
Do you feel that investment in employee wellbeing in the region is increasing or decreasing and is that a direct reflection on HR leadersâ increasing ability to demonstrate effective returns of their strategies to leadership?
Investment in employee well-being in the region appears to be increasing. This trend is largely driven by the growing recognition of the tangible benefits that well-being initiatives bring to organizations. Companies are increasingly aware that prioritizing employee well-being can lead to higher productivity, better employee engagement, and reduced absenteeism. HR leaders play a crucial role in this shift. They are becoming more adept at demonstrating the effective returns of their well-being strategies to leadership. By using data and metrics to show the positive impact on productivity, retention, and overall company performance, HR leaders can make a compelling case for continued or increased investment in these areas.
How has your organisation been leading the way?
Our organisation has been doing well in pushing the envelope forward to prioritize wellbeing first and then business follows. Some important initiatives in this direction are-
Fostering a Culture of Psychological Safety: Training the managers to recognize stress, respond with empathy, and encourage open dialogue is helping in creating a supportive environment where team members feel valued and heard.
Promoting Open Communication: Regular “listening circles” or feedback sessions allowing associates to share their concerns and ideas, building trust and reducing stress and conflicts.
Auditing Employee Benefits: Regularly evaluating and updating employee benefits ensuring they meet the evolving needs of every employee, including their financial, physical, and mental health. We timely do these external third party facilitated calls to make everyone aware about these crucial topics.
Implementing Tailored Wellness Solutions: Offering personalized wellness programs that address the specific needs of employees is significantly improving their well-being.
Offering Flexible Work Schedules: By providing flexible work arrangements is helping employees achieve a better work-life balance, which is crucial for their overall well-being.
Empathy-Driven Leadership: Leaders are prioritizing empathy and mental health advocacy to create a work environment where employees are feeling supported and engaged.
Holistic Support Systems: Implementing comprehensive support systems that addresses mental, emotional, and physical health is leading to higher employee morale and overall productivity.
Atish will be speaking in both Mumabi and Bengaluru at the Wellbeing at Work Summit India which takes place in Mumbai on 8th April and Bengaluru on 10th April. Further details on the Summit and tickets can be found here.
