If the hit TV series "Severance" has taught us anything, it's that the idea there can be separation between our professional and personal lives is a myth. But when will employers recognize this and act accordingly?
According to Mercer's 2024 Global Talent Trend Report, 82% of workers are at
If leaders are truly invested in seeing their workers succeed — and in turn, their company — then they need to contribute to a "healthy human economy," underlines Shila Nieves Burney, the founder and managing partner at Zane Venture Fund, which supports start-ups using technology to address social determinants of health.
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"Every individual has the potential to thrive, not just survive," says Burney. "And that comes down to whether they have access to healthy foods, housing in safe neighborhoods, preventative care, education and workforce development. All of those things interconnect, and when those needs are met, it creates a healthy human economy."
A healthy human economy may seem more like a utopic dream than something businesses can actively work to build, but Burney is confident that it's not only an ethical mission, it's also a financial one.
"If we're not treating people well in the workplace, then you're going to see lower productivity, which will lead to lower GDP in our country," she says. "Folks need to think about this as more than a health and workplace issue, but an economic issue that impacts everyone."
If employers need somewhere to start, Burney suggests they work on building a culture of trust within their workplace. She stresses that no amount of additional benefits will help if employees do actually feel empowered to utilize them.
"There's a lot of workplaces with unlimited PTO, but what does that actually mean in practice?" says Burney. "Can someone actually take time off without being stigmatized?"
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Burney suggests employers have clear-cut channels of communication where employees can disclose their needs, from taking time off to health issues. This means establishing protocols for managers and HR that make it clear employees should be encouraged to use available benefits without fear of retaliation. While trust isn't built overnight, this can at least begin setting a better tone.
On the benefits side, employers can start with their health plans. They should question whether their employees are incentivized to seek preventative care and track changes and discrepancies in the health of their employee population. For example, if there is an increase year over year in how many employees suffer from chronic conditions, or if specific demographics are sicker than others, this may be an opportunity to question if environmental factors like medical or food deserts are playing a role.
Speaking of equity, Burney advises employers not to abandon the tenets of DEI, even if they feel they need to rename their initiatives and goals. By expanding talent pools, creating bias-conscious hiring and promotion processes, and investing in inclusive benefits and policies, employers ensure they are recruiting and retaining the best talent. Employers will do more harm than good to pretend otherwise, she says.
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"We know talent is everywhere," Burney says. "To demonize groups of people is not good for anybody's business. We're all consumers and producers, and we're all good for America in different ways."
It's vital for employers to recognize that life doesn't stop when work starts. And while business success and empathy are often pitted against each other, Burney is confident long-term success hinges on the ability of leaders to care.
"My mom's employers would never know we constantly moved because we had no real quality access to housing, that she depended on government food stamps, that education and workforce development were non-existent for her," reflects Burney. "Employers don't see the burden employees carry and expect them to perform at the highest level. That's what's missing — employers aren't seeing the human side of employees."
