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75% of C-Suite Leaders May Quit for a Job With Better Well-Being Support

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Summary

A survey conducted by Deloitte and Workplace Intelligence has found that unhappiness in the workplace is taking a toll on productivity and employee retention. Despite efforts from managers and executives to provide resources to promote mental health, only one-third of employees saw improvements in their mental health. C-suite leaders are more likely to leave a job for one that supports their well-being at a higher level, and 78% of executives believe their bonus compensation should be correlated with metrics of employee well-being. Executives are also taking responsibility for workforce well-being, with 85% of them saying they would be more responsible for their workforce’s mental well-being over the next few years. It is also suggested that organizations have much to gain from metrics that can help them better understand and communicate about worker well-being.

Q&As

What findings from Deloitte’s latest well-being at work survey indicate about employee mental health?
Most employees said their mental health worsened or stayed the same last year, and just under three quarters (74%) of them say they find it difficult to disconnect from work, less than half report they have adequate time to exercise (48%), get at least seven hours of sleep (47%), and have enough time outside of work with their friends and family (42%).

How do executives believe they should be responsible for their workforce’s mental well-being?
Over eight in 10 (85%) of executives said they would be more responsible for their workforce’s mental well-being over the next few years.

What percentage of C-suite leaders are considering quitting their current job for one that supports their well-being at a higher level?
Three-quarters of the C-suite respondents (75%) are seriously considering quitting their current job for one that supports their well-being at a higher level.

What do executives believe about their roles regarding employee well-being?
Over 72% of executives believe leadership doesn’t deserve to hold the role if they can maintain an acceptable level of workforce well-being, and over 78% believe executive bonus compensation should be directly correlated with employee well-being metrics.

How are organizations using metrics to better understand and communicate about worker well-being?
Organizations are using metrics to help them better understand and communicate about worker well-being, and 85% of executives believe their organizations should have to report these types of metrics that indicate their workforce’s well-being.

AI Comments

👍 This article provides an insightful look into how C-suite leaders view employee well-being and how it affects their decisions to stay or leave a job. It is encouraging that executives are taking more responsibility for their workforce's mental health and are looking for new ways to provide better support.

👎 This article does not address how employees can better manage their mental health on their own or suggest ways to cope with the stress of the workplace. The focus on metrics and bonuses related to mental health is also concerning, as these measures may not provide an adequate solution.

AI Discussion

Me: It's about how 75% of C-Suite Leaders may quit for a job with better well-being support. It goes on to talk about how companies are dealing with the consequences of having unhappy people on staff at every level and how executives have begun to take the reins on employee well-being.

Friend: Wow, that's really concerning. It seems like companies need to focus on prioritizing employee mental health and well-being if they want to retain talent and maximize worker productivity.

Me: Exactly! The article also talks about how employees struggle to find the time to unplug from their work and how it's not just affecting employees at lower levels- executives are also feeling the pressure of the workload and the corresponding stress.

Friend: That's really concerning. I think it's great that executives are taking the lead on employee well-being, but I think they need to make sure they are providing the resources and initiatives to promote mental health. It's up to them to create an environment that is conducive to a healthy work-life balance.

Action items

Develop a comprehensive well-being strategy for your organization that includes initiatives to promote mental health and provide resources to employees.
Monitor employee feedback and survey data to ensure that your efforts to improve well-being are having the desired effect.
Consider tying executive bonus compensation to employee well-being metrics to incentivize leaders to prioritize well-being in the workplace.

Technical terms

C-Suite Leaders: Executives at the highest level of an organization, typically including the CEO, CFO, COO, and other top-level executives.
Well-Being Support: Measures taken by an organization to ensure the mental and physical health of its employees.
Employee Benefits: Financial and non-financial rewards given to employees in exchange for their work.
Workplace Intelligence: A data-driven approach to understanding and improving the workplace.
Deloitte’s Latest Well-Being at Work Survey: A survey conducted by Deloitte in partnership with Workplace Intelligence to assess the mental health of employees.
Work-Life Balance: The ability to maintain a healthy balance between work and personal life.
C-Suite: The highest-level executives in an organization, typically including the CEO, CFO, COO, and other top-level executives.
Environmental, Social, and Governance (ESG) Reporting: A type of reporting that provides information about a company’s environmental, social, and governance performance.
AI and Machine Learning: Artificial intelligence and machine learning technologies used to automate processes and make decisions.