Today we know that wellness is often linked to healthy eating and exercise, but in reality it goes far beyond that: it involves integrating work and personal life to promote growth in multiple areas. At the core of what it examines is how to empower individuals to develop both professionally and personally.
Of course this is not new, but recently occupational wellness, in particular, has become a central focus for many industries, not the least the professional services sector. This sector is a high-pressure environment characterised by deadline-driven tasks and requiring meticulous attention to detail. Then there of course is the added layer of accountability and ethical responsibilities that surround the audit profession.
Furthermore, these professionals often operate under intense pressure due to regulatory changes, compliance requirements, and client expectations − meaning these professionals must stay updated on complex regulations while ensuring accuracy, which can all take its toll on mental and physical health and of course can directly impact the organisational culture.
However, the problem that exists is that one of the greatest risks of poor occupational well-being is its gradual onset, making it difficult to recognise. It develops over time, which makes it difficult to notice the issue and take action that are needed to improve the company’s or an individual’s occupational wellness. Burnout in professional services often manifests in physical and emotional exhaustion, reduced productivity, and a growing sense of cynicism. Professionals may feel overwhelmed, disillusioned with their work, and unable to cope with day-to-day demands.
To try and avoid this outlook, occupational wellness requires an organisation to embed employee well-being into company culture. This means that organisations must recognise that well-being is multifaceted, encompassing emotional, physical, and mental health as well as a connection between mind, body and soul.
From an organisational culture perspective, creating a sense of purpose and contributing to something greater than oneself fosters a sense of community and belonging, allowing employees to feel they can bring their whole selves to work.
Implementing this requires a multi-faceted approach and long-term dedication. Consistently communicating values through executive messages and corporate communication is the first step. Leaders must visibly demonstrate these values in their actions, but they also need to understand how to recognise the signs of employee fatigue and implement policies that support health and well-being. This includes advocating for workload management benefits like encouraging flexible working hours, remote work, and taking time off during non-peak periods. Promoting open communication and offering mindfulness workshops, stress management seminars, and access to mental health resources can provide much-needed support. Lastly, dedication to creating a culture of teamwork and open dialogue can also help alleviate the isolation many professionals feel when working under pressure.
Additionally, leaders need to remember that managers who feel supported are more likely to pass that attitude on to their teams, while those who are burned out tend to spread negativity. Today, the expectations from managers are higher than ever, as employees look to them for support and help with balancing their workloads. At the same time, C-level executives depend on managers to represent the evolving organisational culture, all while managing their own tasks and driving performance and innovation in an increasingly competitive business environment.
As we move forward and as the industry continues to evolve with technological advancements, developing work skills, and changing regulations, occupational wellness must become and remain a top priority. Firms can and should become a healthier and more sustainable environment, one that benefits both employees and clients.
Author
Dr Candice Hartley, Head of People at KPMG in Africa
