We are delighted that Daniel will be speaking at our Wellbeing at Work Summit Australia in Melbourne this November where he will be taking to the stage for a masterclass: “Moving Beyond Wellbeing to Better Work”. He will explore the evolving role of wellbeing practitioners in the workplace; from subject matter experts to partnering on business and people success, Employee wellbeing is an enabler for productivity, retention and satisfaction…but have wellbeing practitioners (and HR leaders) been too narrow in their focus?
We caught up with him to find out how he’s feeling in the runup to the summit:
Hi Daniel, we are thrilled that you are joining us at the Wellbeing at Work Summit Australia in Melbourne this November. Our first and most important question is, how are you doing today?
I’m very well! Thanks for asking 😊
As a leader based in the region, what are the main challenges you are facing when it comes to employee wellbeing and mental health?
The primary challenges are the rapid pace of change (workplace and societal) and the high levels of ambiguity that our employees are navigating. These workplace pressures are significantly amplified by external factors, particularly the rising cost of living, which adds another layer of stress.
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?
There has been a discernible and welcome shift in focus towards what is within an employer’s direct control. While influencing individual lifestyle behaviors is complex and often yields a low return on investment, organizations have a substantial and direct role in shaping a workplace culture that fosters energy and wellbeing. The most effective strategies concentrate on creating this positive and supportive environment.
Why is employee wellbeing so important to you personally?
Fundamentally, I believe in helping people thrive in all aspects of their lives, and work is a significant part of that. A workplace that prioritizes wellbeing is a workplace where people can flourish both personally and professionally.
What impact is AI having in your organization and how are you managing that?
Currently, the sentiment around AI is one of high excitement about its possibilities. However, we are also mindful of the potential risks. Over-reliance on AI could erode creativity and independent thought, and may contribute to “group-think.” We have established clear guidelines for the “responsible use” of AI, but we recognize the need for further work. Specifically, how AI might impact job design, particularly in relation to decisional latitude and job control, which are key drivers of employee engagement and wellbeing.
Other than AI, are there any challenges that you are seeing for the first time and how are you addressing them?
The challenges themselves are not new, but the sheer scale and relentless pace of change are unprecedented. We are being much more intentional in training our people leaders in change management, equipping them with the skills to lead their teams through transformation effectively.
What areas do you think employers should be focused on over the next 12 months?
A continued and deepened focus on psychosocial risk management is essential. Including partnering with and challenging leaders to think differently about this area, helping them to address and overcome the fears that are often associated with progressive risk management in this area.
Do you feel that investment in employee wellbeing in the region is increasing or decreasing and is that a direct reflection on HR leaders’ increasing ability to demonstrate effective returns of their strategies to leadership?
I would say that, yes, investment is generally increasing. However, whether this is a direct reflection of HR leaders demonstrating ROI is less certain—I’d say “maybe.” The capability of HR leaders to measure and articulate the value of wellbeing initiatives, and to advocate for them effectively, varies widely across the industry.
How has your organisation been leading the way?
We have adopted a holistic approach that considers the organizational, team, and individual drivers of wellbeing. We are upweighting our focus on the organizational and team-level opportunities, as this is where we believe we can have the most significant and sustainable impact on the wellbeing of our people.
Daniel will be speaking in Melbourne as part of our Wellbeing at Work Summit Australia which take place this November in Sydney, Melbourne and Brisbane. Click the links below to find out more and book your tickets:
To find out more about our Sydney summit and book your tickets click here.
To find out more about our Melbourne summit and book your tickets click here.
To find out more about our Brisbane summit and book your tickets click here.
