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Jinny Yan

Chief economist, China

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Rebecca Fatima Sta Maria

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Christopher Clague

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Employees are under considerable stress as a cost-of-living crisis strains their
well-being while many simultaneously face anxiety about returning to offices.
For those who have made the flexibility of working from home a part of their
routines, it is no longer an option to attend a workplace five days a week even
if they desire it. So hybrid work is here to stay—but what does well-being look
like in this new world? And how can businesses provide a culture of well-being
in a location-agnostic work environment?

Workforce well-being is essential to business success. Organisations that put it
at the heart of their strategic thinking do better at attracting and retaining
the brightest and best workers, giving them a competitive advantage in a tight
labour market. But not all companies have the deep pockets to bring in trainers
and psychologists, and embedding a culture of well-being in a decentralised work
environment can prove difficult amid varied and complex individual needs. How
businesses address well-being for today’s mobile workforce will govern their
future performance.





Overview



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Join Economist Impact and four leading experts as we discuss how to build a
well-being culture in a hybrid work environment, and the value that doing so can
bring to businesses that succeed.

Questions we will address include:

 * What does success look like for well-being initiatives, and how can business
   leaders measure it?

 * Key performance indicators can be valuable tools, but which are the right
   ones to select?

 * How can businesses develop well-being initiatives that support a diverse and
   mobile workforce?

 * What must they do to embed a culture of well-being in daily operations?

 * How can we demonstrate the positive effect—potentially by quantifying its
   value—that such a culture has to stakeholders throughout the business?

 * What advice can be given to smaller businesses and SMEs that lack the
   financial clout and resources of large firms?

 * What does genuine well-being look like in 2022?



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SUMMARY PAPER




EXECUTIVE SUMMARY


REWRITING THE RULES: BUILDING A HEALTHY HYBRID  WORKPLACE

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