Wellbeing in the company: common needs between different generations for a 'feel-good' job

Wellbeing as inner sense: people demand a job that in addition to financial gain offers something more, a purpose capable of giving meaning to both professional and personal life.

Wellbeing as health: in a newfound need to take care of oneself, workers are demanding tools for both physical and mental health, regardless of age. Whether an adult with years of work behind them or a newcomer to the company, the gym is as important as psychological support.

Financial wellbeing: the ability to manage and plan finances is becoming increasingly important and with it the demand for financial education tools, in different forms, ranging from personal budgeting, to retirement planning, to knowledge of financial instruments.

Social wellbeing: the need to meet in person, to socialise, to form a group is affirmed. A transversal need and independent of the fact that some (the youngest) are more used to relating behind the screen of a mobile phone or PC than live: all express the need to be together in moments in which to share experiences and build relationships.

Are these questions being met? To a large extent no, in an overall sense. Almost all organisations offer a package of tools for the wellbeing of their employees, few do so in an integrated and systemic way, taking into account the different aspects as a whole: it is not enough to offer the gym and the psychologist, if the wellbeing project is not embedded in a context of meaning; it is not enough to offer a values package if then one does not take care of health and the quality of relationships in the company.

The result is that today it is much more difficult than in the past to attract and retain talent in organisations. Often there is a gap between the narrative in Employer branding campaigns (almost always aimed at younger people, what a big mistake to forget about seniors!) and the reality in the company. With the risk of producing frustration and disaffection in people when faced with broken promises.

In this sense, there is still a long way to go. But implementing an integrated and structured corporate wellbeing strategy can be a great opportunity for organisations, the results of which can be astonishing. Through this, one can create a more attractive environment for talent, reduce turnover, but also increase productivity, with an economic spin-off for companies. Because today, the workers who are really hired are a tiny fraction. And a worker who 'feels good' first of all stays in the company and then performs better.

Realising a wellbeing plan by developing wellbeing in all its dimensions means taking care of people, but also releasing their potential, enabling them to take that 'extra step' that allows them to go far.

Mind you, it is by no means easy to keep it all together. To achieve an integrated strategy, you need a wide-ranging vision. And, often, cultivating wellbeing in the company requires a change in leadership style, which must start by listening to people, analysing their needs and reading even their weak signals, and then articulating proposals and turning them into concrete and effective action plans. The tools are many and differ from case to case, but to choose them you need leaders who are aware of the path to take.

A change of leadership that is open and sensitive to the issue of wellbeing is a necessity in our organisations in the face of needs that are growing stronger and stronger. And which will become increasingly so, as theartificial intelligence enters everyone's working life. AI will introduce more competition for the most value-added, meaningful jobs, those that require training and education to be combined with learning about critical sense, communication, emotional intelligence. We must be ready to enter a new era of wellbeing, which requires us to promote wellbeing with a holistic approach.

*Vice President of AIDP Lombardy