Workplace Well-Being Report

South Africans are known for their grit, resilience and the ability to overcome seemingly insurmountable challenges.

The first Workplace Well-Being Report, produced – by the Gordon Institute of Business Science, University of Pretoria (GIBS) in collaboration with October Health, supports this with results that show “remarkable levels of fortitude among workers.”

• To read the GIBS October Health Workplace Well-Being Report, please click here.

The report, which measured responses from a sample of 500 local participants, revealed that “while workers face many challenges, they have cultivated strong coping mechanisms and support systems that allow them to maintain high levels of overall well-being.”

Scores, except for financial well-being, were relatively high across the board. Most respondents’ perceptions of their mental, physical, social, emotional, and work well-being are generally positive.

While providing insights into the overall well-being of working South Africans, the report aims to track over time:

• The overall well-being of working South Africans across the six dimensions of well-being.
• The availability of well-being resources in the workplace.
• The evolving role of leadership in overall well-being.

“There has been a change post-COVID, and people feel empowered to speak about their mental health. However, this is also indicative of the increased levels of stress people are experiencing,” Professor Louise Whittaker, Deputy Dean of GIBS said at the report’s launch.

The report considered:

• The drivers of well-being.
• How well-being is measured across demographics.
• The impact of hybrid work on well-being.

A shift in thinking around mental health

“Organisations don’t have to choose between performance or well-being,” principal researcher of the report and GIBS faculty Dr Frank Magwegwe, said.

The workplace requires a shift in mindset, he explained: “We need to shift our beliefs, behaviours and attitudes and the way in which we think about employee well-being, as well as mental health.”  

“Many leaders are still of the mindset that emotions are not appropriate for the workplace and must be kept at home,” Magwegwe said.

But measuring emotional well-being is part of developing a person’s ability to manage their emotions constructively.

“People are exhausted. People are stressed. Ultimately, this impacts individuals’ ability to perform in the workplace,” CEO and co-founder of mental wellness app October Health and former Uber SA General Manager Alon Lits said.

One person in every four is diagnosed with depression every year in South Africa at an annual cost of R250 billion to the economy through absenteeism, presenteeism and staff retention.

“The solutions offered today by the majority of employee wellness initiatives are reactive and too broad to be effective,” Lits said.

Organisational well-being programmes must look after all six dimensions of the individual – mental, physical, financial, social, emotional and work – offering holistic solutions.

Performance psychology for the workplace

Lits suggested organisations integrate elements of performance psychology, traditionally used by professional athletes to optimise performance, into their employee wellness programmes.

“Performance psychology can optimise your team’s state of mind for peak performance and equips individuals in the workplace to build traits like resilience, mental toughness, and the ability to visualise positive outcomes.”

The discipline also incorporates mindfulness practices to help staff prepare for high-pressure situations.

Clinical psychologist and co-founder of October Health Allan Sweidan -observed that many Employee Assistance Programmes (EAPs) are too reactive.

Techniques in performance psychology, developed from cognitive behavioural therapy, positive visualisation and mindfulness, can help employees to be proactive.

“It’s the opposite of presenteeism or quiet quitting. Rather, it’s about being able to show up when it counts and preparing yourself for that moment when you can shine for yourself and for the organisation,” he explained.

Ex-Springbok rugby player JP Pietersen said when he became a Springbok in 2006, very little attention was given to mental health.

“Sport and rugby are physical, but 50% of your performance is mental and it requires mental strength to be able to perform at your peak,” he said.

Pietersen said he would use techniques such as visualisation to prepare himself before a game to boost his confidence and force himself into the present moment. “A team is only as good as an individual’s preparation,” he added.

To recover from adversity, Pietersen suggested adopting a growth mindset. “See setbacks as both a challenge and an opportunity and reflect on obstacles to see how you can use them to improve your performance. Use discipline, habits and routine to overcome seemingly insurmountable challenges.”

Leadership and well-being

The Workplace Well-Being Report found that “trust in the organisation and its leadership, and the belief that a manager is equipped to support employee well-being” had the most significant positive associations with overall well-being among respondents.

Neither demographic factors such as age, gender and income, nor perceptions of organisational provision of well-being resources had a significant association with overall well-being.

“It is not about the environment, but rather about how my immediate manager that I interact with on a daily basis impacts me,” Magwegwe said.

“It is important that my manager is interested in and cares for my well-being. People are looking for leadership they can trust,” he continued.

While it is important for organisations to drive profit, this must be balanced with well-being, and leaders must model the importance of well-being.

Senior Executive Manager of Corporate Services at the Gautrain Management Agency Pearl Yende explained that employees are looking for relatable leaders who are prepared to be vulnerable.

“Performance and well-being cannot be separated, and leaders must look at the human being on a holistic level. Driving wellness in an organisation starts at the top by engaging with the CEO,” she added.

 “Vulnerability is actually a strength,” Sweidan argued. “Leaders have to be authentic and allow people to bring their full selves to work.”

He suggested that organisations seeking to improve employee well-being, and the overall productivity of the organisation by embarking on constant surveys to drive engagement.

“You have to meet employees where they are at and provide continuous feedback to management so they can treat employees with empathy and compassion. No culture can change without engagement.”

To read the GIBS October Health Workplace Well-Being Report, please click here.