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How transparency builds trust and retention amid economic uncertainty

How transparency builds trust and retention amid economic uncertainty

Transparent leadership is vital in uncertain times, fostering trust, reducing anxiety, and boosting retention. Amid economic and technological shifts, transparency builds employee confidence and engagement, strengthens workplace innovation, and mitigates “quiet quitting.” Balanced communication, providing context, and listening to employees empower organisations to create resilient cultures. Leaders must model transparency thoughtfully, avoiding overwhelm while ensuring clarity, inclusivity, and trust throughout the organisation for long-term success.

Who’s responsible for wellbeing anyway?

Employee wellbeing has become a top priority for employers, driven by post-pandemic challenges. Balancing organisational responsibility with personal ownership is key to fostering a healthy workplace culture. The history of employer paternalism highlights the risk of overreliance on workplace perks, while modern strategies emphasize co-creation with employees. This article explores supportive environments, fair workloads, and strong leadership as essential factors for empowering individuals to maintain their wellbeing in evolving work landscapes.

Proving the link between wellbeing and organisational performance

If wellbeing interventions are solely solutions-focused and reactive, organisations can become stuck in something of a vicious cycle. We risk supporting people back to good health only for them to become resubmerged in the toxic or stressful conditions which made them ill in the first place. This article explores ways to achieve a culture that prioritises wellbeing and good work.

7 ways for your organisation to develop and embed a culture of wellbeing

If wellbeing interventions are solely solutions-focused and reactive, organisations can become stuck in something of a vicious cycle. We risk supporting people back to good health only for them to become resubmerged in the toxic or stressful conditions which made them ill in the first place. This article explores ways to achieve a culture that prioritises wellbeing and good work.

When the perks don’t work: The true value of investing in a culture of wellbeing

For an organisation to thrive, the people it employs need to be thriving too. There is a growing body of evidence that links healthy organisational performance with having a healthy workforce. However, research of employees and HR decision-makers conducted for Investors in People by YouGov finds that when it comes to investing in employee wellbeing, employers are putting their budgets and energies into the wrong areas. Our research found a significant mismatch in how employee and HR professionals think about wellbeing, with employees finding wellness initiatives less valuable and effective than HR decision makers imagine.

How to overcome leadership resistance to investment in wellbeing

Securing funding for employee wellbeing has never been easy but in today’s challenging economic environment it is more difficult than ever. Workplace wellbeing, however, is critical to employee performance and organisational success. So how can HR leaders persuade their CEOs that wellbeing is worth the investment, especially when competing with other business areas for funding? Investors in People have the answers.

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