Introduction

At some point in a professional life, who hasn’t faced demanding periods, lost a sense of purpose, or struggled with motivation?

Reaching a tipping point is different for everyone; some people become less engaged and “silently quit,” some leave the organization entirely, and some need specific support to overcome prolonged career strain. In such cases, timely support becomes important for both individuals and the organization, as it can affect personal well-being, professional growth, productivity, talent retention, and the overall workplace environment.

Is there a way to avoid this? To anticipate and take intentional action that builds a thriving workplace and a community where employees feel valued, respected, protected and actively supported—both personally and professionally?

The answer is complex. And it goes beyond just offering organizational well-being perks for employees, like access to sports. It requires strong collaboration between employees, managers and leadership, and it requires a holistic approach that drives a sense of well-being throughout daily routines.

One thing is simple, however: Accepting that an approach prioritizing purpose, recognition, fairness, workload, control, and community is not optional, but a strategic need for both individuals and organizations to grow.

“For too long, well-being has been treated as an option. But the evidence is clear: When organizations put people’s health and well-being at the heart of their strategy, everything else improves, from innovation to resilience to business performance.”

-Shyam Bishen, Head of the World Economic Forum’s Centre for Health and Healthcare 

Join us for a story of workplace strain, leadership missteps, and how to improve it!

Tipping point

Tom sat at his cluttered desk, finalizing a report he had been working on for weeks. The project deadlines were tight, and his manager, Jake, had just asked for “one last round of improvements.” Tom took a brief pause to stretch and grab a coffee, before diving back in.

At the coffee machine, he ran into Jessica. She sighed as she filled her mug, mentioning how the workload had become heavier since one of her colleagues left. “It feels like there’s always something needing attention, and I’m constantly moving from one task to the next,” she said.

Tom nodded in agreement. He, too, was aware of the growing workload. Recognition for the extra effort often seemed scarce, and with tasks piling up, it was becoming harder to keep control over priorities. Jessica added that without her colleague around, the sense of community on the team was not the same; conversations were shorter, and people seemed less connected.

Tom smiled politely, took his coffee, and excused himself to return to his desk. As he walked back, her words lingered. The challenge wasn’t just the number of hours or the weight of deadlines; it was also the feeling that contributions went unnoticed, that the team was losing its sense of cohesion, and that each person had less say over their work.

Back at his desk, Tom glanced at his half-written report and felt the familiar pressure return. Some colleagues were already exploring other opportunities, and he wondered if this might become the norm.

Later that evening, Jake finally received Tom’s report. He appreciated the effort that had gone into it and made a mental note to thank him the next day. Still, as he read through the pages, Jake could not help but think about how his team was doing. Was he close enough to notice the signals early on? Did he really understand the challenges they were experiencing? He reflected on how important it would be to act before disengagement grew further—by paying more attention to workload, recognition, control, and community.

Feeling stuck: The hidden costs of inaction

How often do people find themselves stuck in a situation like Tom, Jessica, or Jake? Feeling overwhelmed by excessive work, lacking control over tasks, missing recognition, and concerned about having insufficient resources for efficient delivery?

As the scenario above illustrates, neglecting the team’s well-being at work can lead to substantial negative outcomes for both employees and the organization. Let’s see some of these implications:

• Low morale and engagement: According to Gallup’s State of the Global Workplace Report (2025), employee engagement across Europe is low, with only 13% of employees reporting feeling engaged at work.¹ In Luxembourg specifically, only 8% of the survey population reported feeling engaged at work.¹Much of the disengagement is tied to manager behavior which, not surprisingly, has rippling effects on team engagement, work productivity, and ultimate business performance.
• Decreased productivity: Prolonged stress and burnout can significantly impact employees' ability to perform their jobs effectively, potentially leading to missed deadlines and subpar output. The same global Gallup report highlights that in the last year decreasing employee engagement has resulted in “US$438 billion in lost productivity for the world economy.”²
• Loss of talents: In 2023, 12% of employees were planning to quit their employment in Luxembourg, according to Statec.³ Job satisfaction plays a pivotal role in employee retention, with dissatisfied employees being three times more likely to resign. Elevated stress levels stemming from poor job quality are often closely linked to dissatisfaction and can have a negative impact on an individual's desire to remain in their role.

Investing in employee wellness not only helps avoid these pitfalls but also fosters a thriving and resilient workforce.

The benefits of well-being

Across the street at another company, Joan has just come back into the office after her two-week family vacation, when David, her manager, stops by and asks her to make a presentation for an upcoming client meeting. Joan finds it is taking her longer than usual to prepare.

For lunch she meets up with her colleague, Kylie, and the two catch up on what Joan had missed while she was away.

“It was a little hectic,” Kylie reflected on the last two weeks. “Thanks to David securing the necessary resources, we were able to deliver on time, despite pressure from the client. Initially, we lacked experience with the tool, but I found a thorough course that helped. Once we delivered everything, David treated us to a celebratory dinner. It really felt like he recognized all the hard work we put in.”

It had been a rough period for the whole team, especially when new skills were required that no one possessed. However, thanks to their commitment to continuous learning and improvement, the team was able to upskill fast and deliver the required materials. Joan has always valued how the company's learning culture resonated with her personal values and purpose.

“I'm thankful for our great team. Initially, I felt stressed by the workload, but David introduced a tool to automate repetitive tasks, which helped immensely. Speaking of which,” said Kylie, “didn't David ask you to prepare a discussion with our client?”

“He did, but I'm struggling to get back into the routine after my holiday," Joan confessed, feeling guilty about her complaints given the team's big win during a stressful period while she was away.

“Oh, don’t worry, holiday blues can be really tough,” Kylie nodded thoughtfully. “But you know what? I did something similar once, I’ll send you my insights and maybe it’ll help to inspire you.”

“Sounds great, thanks!”

Joan’s initial return to work had been challenging, but she appreciated their great community, with everyone recognizing each other’s effort. The managers were always checking in and making sure no one had a workload they couldn’t handle. Even in times of stress, Joan knew she could rely on her team.

¹Gallup, State of the Global Workplace Report, 2025, p.102

²Gallup, State of the Global Workplace Report, 2025, p.5

³Statec, Dissatisfied employees are three times more likely to quit, Eco&Stat n°2-2024, p.1

Six key factors to boost well-being at work

Have you ever experienced support like Joan and Kylie experienced? Did it help enhance mental health and well-being at work? The second scenario certainly contrasts with the first, showcasing a work environment where collaboration fosters well-being and productivity.

The second scenario also highlights how a strong sense of community, where purpose is clear and fairness and recognition are prioritized by management, helps employees remain resilient amid periods of higher workload and stress.

Comparing the two scenarios, we can see that well-being is influenced by a set of interrelated influences, each which play a role in a supportive and healthy work environment.

The image below highlights the six key factors that organizations could consider when fostering well-being:

Extending beyond merely offering employees perks like yoga classes, these factors can be integrated into daily work activities through a holistic approach that enhances workplace mental health and well-being.

Reflecting on the positive outcome of the second scenario, how could have Tom and Jake improved their situation in the first scenario?

One primary issue was that Jake felt uncertain about how his team was feeling, and if he was providing enough recognition for their efforts. In the future, Jake, as manager, could ensure an “open door” policy to connect with his team on a more regular basis, collect any feedback and sources of work-related stress, and address them proactively before the situation escalates.

However, establishing a healthy work environment requires a cultural shift, which cannot be achieved solely by management. It demands commitment and shared responsibility from everyone, encompassing all levels of the organization.

So, what can be done both at the company and individual level to ensure these factors are kept in mind so that well-being at work is improved?

Organizations and teams must first intentionally craft a clear plan.

The Well-being at Work Program for employers

The program proposed below provides a framework that organizations can refer to and apply based on where they stand in their employee support journey.⁴

⁴Deloitte, Mental health and well-being in the workplace, 2022, p.37.

Within this approach, there are several key initiatives that can be implemented across different levels that are tailored to the organizations and their people:

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Conclusion

Workplace well-being is a strategic priority that can have a significant positive impact for an organization. This is because a workplace can truly thrive when employees feel energized, valued, and fully supported emotionally, physically, and mentally. In an environment where creativity blossoms and collaboration flows effortlessly, employees feel inspired to give their best to each other and their place of work. The benefits to be gained clarify why well-being should not be treated as an afterthought but embraced as a strategic choice that is foundational to an organization’s culture and success.

The best way to know what strategies work for your teams? Listen to feedback, discuss, and try to find honest and meaningful solutions together.

If you would like more support with implementing well-being initiatives, we can help.