Employee Well-being at work : True Change or Just HR Window Dressing in Sri Lanka?
Is the Global Focus on Employee Wellbeing
Transformative—or Just HR Window Dressing in Sri Lanka?
What is Employee well-being?
“Employee well-being is characterised by a person’s physical, mental, and emotional health at work. It’s also one of the driving components of workplace productivity. It takes into consideration factors such as employees’ resilience, stress levels, work-life balance, and job satisfaction.” (Marcus Erb, 2022)
However, a crucial question still stands: are these
initiatives motivated by real concern, or are they just a reflection of global
HR trends intended to improve brand perception?
“’According to a Deloitte survey, over 60% of professionals have experienced workplace stress that affects both their personal lives and job performance. This indicates that workplaces are not immune to the growing mental health challenges they face. With increasing pressure to meet deadlines, long working hours, and intense competition, many employees often feel overwhelmed (Siromani, J (NB) & Hewamanne, 2010)”.
During
and after the COVID-19 pandemic, Sri Lankan organisations recognised the link
between employee wellness and productivity. Many employers introduced
team-building activities, counselling sessions, wellness workshops, fitness
programs, etc. But these are only surface-level efforts.
If employers really care about their employees' health, why are
stress levels and suicide rates at work still rising? This contradiction raises
significant concerns regarding the validity and efficacy of organisational
wellness efforts. Do you think a single health
day or a motivational speech provides the best output for individuals? It
should address chronic stress, anxiety, job insecurity, or the ability to cope
with poor management practices and a toxic work environment.
Conclusion
The primary distinction is whether the organization is
trying to change the person to fit the system (window dressing) or to support the individual (true well-being).
True well-being requires fair workloads, psychological safety, work-life balance, and trust between managers and employees. Unfortunately, this is still not deeply rooted in most organizational cultures.
References
Siromani, J. (NB). Prioritizing Mental Health in Sri Lankan Workplaces: Addressing Stigma, Enhancing Well-being, and Boosting Productivity. Great Place to Work. [Online] https://greatplacetowork.lk/prioritizing-mental-health-in-sri-lankan-workplaces/#:~:text=Sri%20Lanka%20has%20long%20been,often%20do%20find%20themselves%20overwhelmed. [Accessed November 5, 2025]
Hewamanne, S. (2010). Suicide narratives and in-between identities among Sri Lanka’s global factory workers. Ethnology, 49(1), 1–22. [Online]. https://doi.org/10.2307/41410877. [Accessed November 5, 2025]
Student ID: E283991
This article effectively highlights the gap between organizational wellness initiatives and actual employee well-being, emphasizing the need for systemic changes rather than superficial programs.
ReplyDeleteI appreciate your observation. Building a supportive work environment requires concentrating on real systemic changes rather than merely superficial health initiatives. In order to achieve sustainable well-being, leadership methods, culture, and workload must be addressed.
DeleteThis is an insightful, thought-provoking, and timely blog that raises a critical question about the authenticity of employee well-being initiatives in Sri Lanka. You effectively challenge the reader to think beyond corporate slogans and explore whether HR practices are genuinely transformative or merely performative. The analytical tone, strong theoretical grounding, and inclusion of credible local and global references make this one of your most critical and reflective HR blogs so far.
ReplyDeleteThank you for your comment. I am pleased that the analysis prompted more in-depth contemplation regarding the genuineness of workplace well-being practices. Only when organisations go beyond catchphrases and make a commitment to genuine, systemic reform will meaningful change occur
DeleteVery insightful post on employee well-being in Sri Lanka. I liked how you questioned whether current initiatives reflect genuine organisational care or simply trend-driven HR branding. The comparison between physical, mental and emotional well-being was clearly explained. To strengthen the academic depth, consider adding in-text citations from research on well-being models or Sri Lankan workplace studies. Overall, it’s a thoughtful and relevant discussion
ReplyDeleteinteresting read! I wonder if the concept of employee well-being in Sri Lanka is genuinely about mental and physical health, or more about improving company image. Real change probably requires more than policies—it needs a shift in workplace culture, especially in traditional hierarchies.
ReplyDeleteThe authenticity of Sri Lankan employee well-being programs is called into question by this perceptive blog, which portrays many of them as "HR window dressing" that ignores the underlying causes, such as toxic workplaces and ongoing stress. It correctly states that rather than relying on flimsy wellness initiatives, real well-being necessitates systemic changes that are based on psychological safety, equitable workloads, and managerial trust.
ReplyDeleteImportant topic! It’s crucial to look beyond surface-level efforts and create real, lasting change in employee well-being. Hope more organizations in Sri Lanka move towards genuine care and support."
ReplyDeleteAs someone working in hospitality, I see every day how employee well-being directly impacts guest experience. In hotels, our staff are the heartbeat of the operation—if they are stressed, overworked, or unsupported, it shows in the way they interact with guests. Wellness programs and motivational talks are nice, but they don’t solve the deeper issues of long shifts, job insecurity, or lack of recognition. True well-being in our industry means fair scheduling, supportive leadership, and creating a culture where employees feel valued as people, not just as workers. Until organisations move beyond surface-level initiatives and address these realities, wellness risks becoming window dressing rather than genuine care
ReplyDelete