A recent report by Deloitte in collaboration with Workplace Intelligence reveals that a significant majority of C-suite executives, including about 8 in 10 CEOs, feel pressured by various stakeholders—employees, customers, investors, partners, and board members—to publicly commit to improving human sustainability. This pressure is being embraced by leaders, with nearly 90% expressing interest in having their pay tied to human sustainability metrics, and 71% believing that leadership changes should occur if their company fails to advance in this area.
Despite these intentions, there appears to be a notable perception gap. While 82% of executives believe their companies are making strides in human sustainability, only 56% of workers agree. Deloitte highlights that many leaders may not fully grasp that work is often seen as a negative rather than a positive force in employees’ lives.
The report emphasizes the concept of “human sustainability,” which focuses on creating value for employees as human beings. It advocates for organizations to prioritize aspects such as health and well-being, skills development, job quality, opportunities for advancement, equity, belonging, and connection to purpose. According to the survey of 3,150 respondents across the U.S., U.K., Canada, and Australia, enhancing commitment to human sustainability could significantly improve employee experience, engagement, job satisfaction, productivity, retention rates, and trust in leadership.
However, there is a disconnect between leaders’ perceptions and employees’ actual experiences regarding well-being dimensions like physical, mental, financial, and social health. While around 70% of executives believe these dimensions improved last year, only about a third of workers reported such improvements. This discrepancy underscores the need for leaders to better understand and address workforce well-being issues, crucial for fostering a sustainable and productive workplace environment.
In response to escalating worker burnout, declining engagement, and productivity concerns, organizations are increasingly recognizing their responsibility for employee well-being. Many CHROs are prioritizing new well-being benefits, reflecting a growing acknowledgment of the role that workplace conditions play in employee satisfaction and organizational success. Efforts to combat burnout include promoting flexibility, reducing workloads, and ensuring that leaders at all levels are actively engaged in fostering a supportive and healthy work environment.