Today, many businesses understand that employee wellbeing is reliant on more than just surface-level perks. The pandemic proved that it’s possible to cater to a range of individual needs across a diverse workforce.
Whether it’s offering personalised mental health resources or unique flexible working arrangements, many organisations are continuing to take a bespoke approach to ensure their people feel supported, valued, and empowered.
More than ever, leaders recognise that prioritising wellbeing isn’t just about preventing burnout, it’s a driver of performance. When employees feel genuinely supported in both their personal and professional lives, they’re more likely to stay engaged, motivated, and collaborative. In fact, organisations experience 23% higher profitability, 18% higher productivity, and 78% lower absenteeism when employees are highly engaged.
For business leaders, the most effective approach to mitigating burnout is not broad-stroke policies but a personalised, human-centred wellbeing strategy built on trust, flexibility, continued professional and personal development. So, what are the key considerations for success?
Getting Started with a Human-centric Approach
It’s increasingly clear that there’s no single formula for employee wellbeing, and that’s because people are individuals, with different motivators, challenges, and life stages. While some employees thrive on structure and clear expectations, others perform best with autonomy. Importantly, personal responsibilities like childcare, elder care, or mental health inevitably influence how and when people work.
Companies must therefore equip managers with the tools to create safe spaces and respond to each team member’s unique circumstances. A wellbeing strategy grounded in empathy, trust, and adaptability will ensure employees meet staff where they are, no matter what chapter of life they are in.
At the same time, don’t assume you know your employees’ unique needs; ask them. Regular feedback loops, anonymous surveys, and one-on-one conversations will help tailor your wellbeing initiatives to real-world needs. For example, when some employees told us they were struggling with home distractions, we offered co-working stipends. When others voiced a need for social connection, we tried buddy systems. Not every idea will stick – but the key is to keep iterating.
Flexibility as the Foundation
Flexibility is no longer a nice-to-have, it’s the foundation of a resilient, high-performing wellbeing strategy. At O’Reilly, we support part-time roles, job sharing, and asynchronous collaboration, empowering people to work in ways that suit both their lives and our customers’ needs, especially in a global, always-on environment.
We trust our teams to manage their time with balance in mind, whether that means adjusting schedules for international clients or making time for a midday walk. It’s about give and take, and being kind to yourself along the way.
Working from home has also introduced new challenges for some employees. The merging of personal and professional lives, from unreliable Wi-Fi to children returning home from school mid-meeting, can add unexpected stressors. While not every employee experiences this overlap, for those who do, consistent support from leadership will make a significant difference.
It’s also important to understand that flexibility must extend to communication styles. Not everyone finds value in the end-of-day Zoom catch-up. The same principle applies to feedback and recognition, some employees want public praise, while others prefer private encouragement. HR teams must be attuned to these preferences when building their wellbeing strategy to ensure psychological safety and belonging within the business.
Empowering Management to Drive Change
Another key pillar of an effective wellbeing strategy is manager education. At O’Reilly, we equip management to recognise the signs of burnout and mental distress – not just the obvious red flags, but the subtler cues like withdrawal or uncharacteristic irritability. We train managers to initiate honest conversations and respond with empathy. We also encourage leaders to lead by example, such as taking breaks, logging off on time, and sharing their own boundaries openly with their teams.
This aligns with our ‘balanced ecosystem’ approach to leadership, which means placing equal weight on employees, customers, and shareholders. We’ve transitioned our business model multiple times over the last 15 years and each time, it’s been our people-first mindset that has allowed us to not only survive but thrive.
Continuous Learning and Development
Finally, the rapid pace of technological change has made adaptability more important than ever before. It’s important to remember that not everyone adjusts at the same speed. While some employees are energised by exploring new tools and reimagining workflows, others may feel overwhelmed or uncertain about their role.
People professionals and wider management have a key role to play in supporting teams navigate emerging technologies. AI can create incredible efficiencies and free up time for deeper, more creative work, but only if employees feel supported in adopting it. We encourage open dialogue about how new tools are being used, and how they might shift day-to-day responsibilities.
When employees feel informed, consulted, and empowered, change feels less overwhelming and more like an opportunity. Investment here, whether through mentorship, learning opportunities, or career pathways, will help employees feel engaged, valued, and part of a shared journey. Prioritising continuous learning that is personalised to individual development needs ensures that every employee can grow in a way that aligns with their goals and the organisation’s evolution.
Looking Ahead
While it’s tempting for leaders to focus on operational efficiency and short-term gains, wellbeing isn’t a distraction from excellence; it’s a precondition for it. We’ve learned that when we prioritise health, happiness, learning and the individual needs of our people, everything else follows – better products and services, stronger teams, and more resilient business outcomes.
A one-size-fits-all approach won’t cut it in today’s economic climate and war for talent. By listening, trusting, and responding to the unique needs of our employees, we can build workplaces where everyone has the chance to thrive, not just survive.
Alexia leads the international team at O’Reilly and is responsible for creating and delivering value to our customers. With over 20 years’ experience in the technology sector, Alexia has a passion and interest in learning for the enterprise and brings extensive knowledge of working with large organisations to implement learning at scale to deliver successful outcomes.