Typically, the standard facility manager’s role holds the primary responsibility in ensuring the efficient operation and maintenance of commercial buildings and properties, enhancing sustainability practices, implementing energy-efficient solutions and ensuring the safety of occupants.

In rapidly growing and dynamic environments, FMs are responsible for adapting to evolving technological advancements and emerging trends to maintain optimal functionality and support organizational goals. With this, FM has evolved even further in the modern workplace, where pace is relentless and demands are high, employee well-being has emerged as a pivotal factor in ensuring organizational success and overall employee satisfaction.

An April 2024 survey conducted by global recruitment firm Robert Walters of more than 1,700 professionals across the U.S. reveals a striking figure: 60 percent of professionals across the U.S. feel that employers should be doing more to support workforce well-being, with 55 percent expecting more improved efforts from their employers in this space. By focusing on global best practices that enhance employee well-being, FMs can create healthier and more conducive work environments for their employees to ensure optimal business performance.

The growing importance of employee well-being

In recent years, employers have seen a significant paradigm shift in employee expectations. Traditionally, professionals asked themselves, "What can I do for a company?" However, the narrative has evolved, and employees now wonder, "How can my company help me?" This shift reflects a heightened consciousness and set of expectations concerning workplace well-being.

The COVID-19 pandemic acted as a catalyst in this shift, forcing employees to recognize the importance of holistic well-being and becoming more vocal about their needs. No longer content with merely fulfilling their job responsibilities, employees sought more from their employers. They wanted support not only in terms of job security and financial stability but also in maintaining mental health, work-life balance and physical wellness.

Despite budget constraints, it is crucial for FMs to recognize the long-term benefits of investing in employee well-being, which are integral to the success of the organization. Employers face a stark reality: rehiring is significantly more expensive than retaining existing talent. When employees leave, the costs extend beyond recruitment and training. Lost productivity, knowledge gaps, and disrupted team dynamics all contribute to the hidden expenses of turnover. FMs should view employee retention as an investment that pays dividends over time.

Efforts go unnoticed

Despite employers recognizing this shift and investing more towards employee well-being programs, many companies are struggling to make a significant impact. A mere 15 percent of professionals feel that their well-being is a genuine priority for their employers.

More concerning is that 44 percent of employers report that their workforce barely acknowledges the new measures put in place to enhance wellness. This disconnect highlights the need for FMs to devise and implement strategies that not only effectively address employee well-being concerns but also ensure that these initiatives are visible and valued.

Combating 'well-being washing'

It is vital for organizations to ensure they take concrete action rather than just showcase their stance virtually when it comes to employee well-being. The phenomenon of ‘well-being washing’ – the act of outwardly showcasing support for well-being awareness and mental health causes (such as via social media posts or celebrating awareness days) while not actively working to improve the well-being of their own workforce all year-round —has become common occurrence in recent years. Recent research from Claro Wellbeing found that less than half of the companies that publicly recognize mental health awareness days were found to provide substantial mental health support year-round.

FMs should strive to create a culture of genuine support for employee well-being rather than focusing on symbolic gestures. This can be achieved through comprehensive and consistent efforts that prioritize the mental and physical health of employees.

Adapting to meet employee expectations

In today’s dynamic work environment, FMs must remain vigilant to the shifting expectations of employees. Recent studies reveal that 55 percent of professionals now have heightened expectations from their employers, a significant increase from just 18 months ago. These expectations encompass a spectrum of aspects, including enhanced benefits, a nurturing work culture, empathetic leadership, and active engagement in environmental, social, and governance (ESG) initiatives.

The voice of the workforce is growing louder, with employees becoming increasingly assertive in advocating for immediate transformations within their work settings. A notable 76 percent of managers report a rise in employee expressiveness concerning workplace changes over the last three years. To safeguard their well-being in relation to their professional lives, employees are proactively setting boundaries and taking control. This is evidenced by 36 percent setting their own work hours, 28 percent deciding their office attendance and 25 percent managing their workload expectations.

FMs are in a unique position to champion these evolving needs by facilitating flexible work arrangements, creating cultures that promote work-life balance, and granting employees the autonomy to tailor their schedules. These strategies do not only align with the current trends but also serve as a catalyst for cultivating a more engaged and satisfied workforce.

Practical strategies for FMs

FMs can take several practical steps to promote employee well-being within their organizations. Upscaling well-being interventions can be as easy and inexpensive as implementing flexible work arrangements, improving access to mental health resources, setting up mental health employee resource groups (ERGs) and offering paid sabbaticals. Below is a detailed outline of the actionable recommendations FMs can implement in the workplace:

  1. Flexible work arrangements: Implement policies that allow employees to have more control over their work hours and locations, allowing for a healthy work-life balance.

  2. Access to mental health resources: Ensure that employees have easy access to mental health support, such as counseling services or employee assistance programs. By addressing mental health proactively, organizations can reduce absenteeism, enhance morale, and create a more supportive workplace culture.

  3. ERGs: Establish ERGs focused on mental health and well-being, creating a supportive community within the organization.

  4. Sabbaticals and paid time off: Offer paid sabbaticals or extended breaks to allow employees to recharge and prioritize their well-being. This investment in employee downtime can lead to improved job satisfaction, decreased turnover rates and heightened creativity and innovation upon return.

  5. Biophilic design: Incorporate natural elements, such as plants and natural light, into the work environment to promote a sense of calm and connection with nature. Biophilic design has been linked to reduced stress levels, increased productivity, and enhanced overall well-being among employees.

  6. Wellness programs: Develop wellness initiatives that encompass physical, mental, and emotional well-being, such as yoga or meditation classes, wellness challenges, or stress management workshops. These types of programs not only improve employee health but also encourage a positive organizational culture and boost employee morale and engagement.

  7. Employee feedback and communication: Regularly seek feedback from employees about their well-being needs and concerns and create open lines of communication to address these issues effectively.

  8. Collaboration with HR and leadership: Collaborate with HR teams and organizational leaders to align well-being initiatives with company goals and strategies. By integrating well-being into the broader organizational agenda, FMs can ensure sustained support and resources for employee well-being initiatives.

  9. Training and education: Provide managers and supervisors with training and resources on supporting employee well-being, promoting work-life balance, and recognizing signs of stress or burnout. Equipping leaders with these skills enables them to effectively support their teams, leading to higher productivity, reduced absenteeism, and improved morale.

  10. Evaluating and adapting: Continuously assess the impact of well-being initiatives and make necessary adjustments based on employee feedback and evolving industry best practices. This approach ensures that the organization remains responsive to the changing needs of its workforce, ultimately enhancing employee satisfaction, productivity, and overall organizational performance.

FMs have a critical role to play in creating work environments that prioritize employee well-being. By implementing practical strategies and focusing on the global best practices, FMs can make a positive impact on employee well-being and contribute to the overall success of their organizations. Investing in employee well-being is not just a trend but a necessary step towards creating a thriving and engaged workforce.