Five ways to build a happy housing workforce

With mental health issues becoming increasingly common, especially in the workplace, it’s critical that employers take a proactive approach to employee wellbeing. Wellness apps and gym memberships, however, might not be the way to go... 

The pandemic changed the face of the workplace exponentially and, by necessity, employee wellbeing took on a much greater priority. In its first year alone, levels of anxiety and depression across the globe increased by a staggering 25 per cent. Fast forward to 2024 and stress, depression and anxiety now account for almost half of all work-related ill health. 

Many housing organisations have recognised the challenges surrounding heightened levels of stress among the workforce. Not only are there the longer-term health outcomes from the pandemic and increased sector scrutiny to contend with, there is also the impacts of the cost-of-living crisis to consider. 

Like many other UK industries, housing providers brought in initiatives to address some of the collective challenges surrounding workplace wellbeing. Although well meaning, many of these initiatives, such as wellness apps, gym membership and self-improvement classes, have been deemed ineffective and counterproductive, according to a new survey by London School of Economics (LSE). 

Instead, what employees really want – and need – are the fundamental mechanisms that enable people to work more effectively, productively, and most importantly, healthily. 

Autonomy 

Rather than making use of wellbeing apps and generic wellness pursuits, employees gain more from pursuing happiness in their own way and taking responsibility for establishing a suitable work-life balance. When individuals are given autonomy over how, when, and where they complete their work, they can create a workday that enables them to be both more productive and enhance their own wellbeing. 

Employees who benefit from autonomous working also tend to show greater accountability and engagement levels. 

Flexibility 

A lack of flexibility in how employees can fulfil their responsibilities, along with the way they are treated, significantly exacerbates mental and physical health conditions, according to the LSE survey. Every employee has a unique set of circumstances and responsibilities and works best in their own individual way. 

When offered flexibility, employees can create a better work-life balance, work at times and in environments that most enhance productivity, and can save on time and travel costs. 

The latest workplace studies also show that flexibility creates greater autonomy and trust between employee and employer. 

Psychological safety 

Instead of offering wellness initiatives such as yoga classes or wellbeing vouchers, organisations should focus on reducing ‘negative’ aspects of the workplace such as bullying, favouritism and burnout. Knowing that an employee can come to a member of staff in confidence when they have an issue helps to create a sense of psychological safety and trust. 

A psychologically safe work environment also creates more room for creativity, innovation and can help remove perceptions of bias. 

Tailored career development opportunities 

It is becoming increasingly difficult to compete with the private sector in terms of remuneration when looking to attract and keep our workforce. Housing professionals are leaving the sector in record numbers, and with surmounting pressures and harsher public scrutiny, employers are having to work harder to offer incentives to stay. 

Having a visible career development that can adapt to an individual’s strengths and passions as they grow within an organisation offers a sense of stability, purpose and direction. This in turn creates a deeper sense of wellbeing and loyalty. 

Positive company culture 

A positive company culture is the thread that draws all the above together. An organisation that offers a progressive workplace culture should have embedded autonomous and flexible working where possible, along with clearly defined career-development options. 

Housing providers that adopt a ‘people-first’ culture also tend to see higher customer satisfaction levels as a knock-on effect – in other words, happier employees create happier customers.

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Those organisations who adopt wellbeing initiatives that people genuinely benefit from are seeing better outcomes in terms of a happier, healthier workforce. They are also establishing higher productivity levels and a more attractive offer to existing and prospective employees. 

And with customer satisfaction a higher priority than ever before, the link between the welfare of professionals and the people they serve is something we must play closer attention to when implementing wellbeing strategies for our existing and future housing employees.

Image: Shutterstock/Oatawa