“What is management’s commitment to caring about employees? Does the workplace foster health and opportunities to creatively interact with others from diverse backgrounds and experiences?”
These are common questions from job candidates, indicating that workplace environment is critical to attract and retain quality talent and maximize productivity.
There was a time when companies with a foosball table in the lunch room or a stationery exercise bicycle in a corner were regarded as ahead of their time. Today a quality workplace involves much more.
There is an international movement making inroads on promoting the importance of work places that impact health and well-being.
Why? It just makes sense.
As executive search consultants, we’re seeing workplaces reflect the importance management places on authentically taking care of employees, and how it brands their companies. Most significant is that the return on investment is apparent through improved employee health and performance, financial gain and in the community. Often, workplace environment is equally important as salary, stock options, vacation policies and maternity/paternity leave. This trend is increasing because it is now both the right thing to do and makes business sense.
Consider this from International WELL Building Institute Chairman/CEO, Rick Fedrizzi: “We spend about 90 percent of our time indoors, and a lot of that time is spent at work. Leading research demonstrates how better buildings can help make people more productive and create enjoyable, healthy work environments. Healthy workplace features have also been shown to drastically increase employee satisfaction and engagement.”
It’s clear that top talent is attracted to these companies because management cares about their employees, has a purpose, clear values and a commitment to excel in the marketplace. The current and up-and-coming “A” players always ask about workplace environment and the well-being programs offered. There also are many societal benefits in that people working for these organizations tend to be the ones who volunteer, run for public office and support a wide range of community programs.
So, what are some of the components of a “WELL building” and good workplace environment? Consider the following feature and some of their attendant benefits:
Circadian lighting results in enhanced better productivity, energy and mindfulness.
Sound/noise levels can be reduced through a variety of acoustical features including carpeting, furniture, etc.
Improved air quality (AC, ventilation, air filtration) improves cognitive abilities and overall health.
The design of safe, visually appealing stair cases, entryways, and corridors encourages physical activity while reducing sedentary behavior. Through these experiences, employees are actually encouraged to walk stairs instead of being isolated in their offices.
Trees and plants are plentiful, enhancing air quality and creating a pleasing environment.
Establish a “food culture” by providing on-site cafeterias that offer fresh, wholesome foods while limiting foods with unhealthy ingredients. Some companies have eliminated vending machines that have dated and unhealthy foods.
Providing bike storage areas promotes exercise.
Offering varying workspaces that give employees options such as standing/sitting desks, cubicles/offices, etc.
Office designs that include collaboration areas and safe spaces.
These efforts have also been instrumental in significantly reducing absenteeism and lowering costs of healthcare and energy.
The work environment is a key factor in accepting a position. Candidates want to work with purposeful leaders who care and show it by making the wise investment in the work environment. The successful companies of the present and future have leaders who understand the importance of attaining human health and well-being through air, water, nourishment, light, fitness, comfort and mind through these medically and scientifically-based initiatives.
It is much more than a “touchy-feely” exercise. Authentic caring differentiates. These efforts clearly increase ROI through higher productivity, less absenteeism, stronger recruitment/retention and improved branding.
Mark Sadovnick and Peter Deragon are the managing directors of the Los Angeles office of retained executive search firm Stanton Chase.
