Global wellness and the workplace. Can they coexist? Yes, and achieving well-being at work has a huge impact on our overall happiness and life satisfaction.
But what does “well-being at work” really mean? This concept is so broad that we will explore it across several articles. In this first post, we focus on its origins. We look at how wellness emerged and how we can measure and manage it today.
What Does Well-Being Mean?
Let’s start with the World Health Organization (WHO). In 1946, they defined health as “a state of complete physical, mental, and social well-being, and not merely the absence of disease.” Critics called this definition utopian. Defining health as a static “state” makes complete well-being seem almost impossible to reach.
But are these three dimensions enough? When we look at what truly brings us well-being, the answer is clearly no. It does not end with physical, mental, and social health. What about our environment? Do we support its sustainability? What about our inner life, consciousness, or soul? These dimensions are naturally part of who we are. We cannot simply leave them at the door when we go to work or return home.
In 1979, sociologist Aaron Antonovsky introduced the theory of “salutogénesis.” He offered a revolutionary view of health. He argued we should focus on what creates health rather than what causes disease. This approach looks at the resources, skills, and assets that actively promote well-being.
Following this evidence, the WHO Ottawa Charter of 1986 began promoting active health. For the first time, individuals were seen as active participants in their own health. This shifted focus to how environments, like the workplace, affect our well-being. Meanwhile, Antonovsky focused his research on workplace stress and mental health.
This historical shift gave society the tools to help people achieve a global quality of life. This approach measures all the dimensions that make us whole as human beings.
What Is Global Well-Being at Work Today and How Do We Understand It?
Once again, we owe Antonovsky for the first model that systematically explores health as human development. By placing health on a continuum, he accounted for our ever-changing life circumstances. This opened the door to measuring how organizational climate connects to an employee’s outlook using the Sense of Coherence (SOC) questionnaire.
Viewing health and global well-being as a continuous journey rather than a static goal is revolutionary. Why? Because it makes wellness manageable. It also opens the door to full human development.
Why Does Well-Being at Work Matter for Companies?
Despite focusing on what creates health, illness remains a reality. We often manage it poorly, and it affects us more than we admit. Recent data shows that absenteeism due to stress, anxiety, and depression remains a major challenge. In many companies, it has become a critical issue.
In the workplace, we often see colleagues or family members fall ill, which increases our own stress. These difficult situations fuel a sense of loneliness, which is becoming a major workplace epidemic. This trend was highlighted in research by scientist Vivek Murthy published in the Harvard Business Review.
As mentioned earlier, global wellness and the workplace are not opposites. Achieving professional fulfillment has a massive positive impact on our overall well-being.
How Can I Improve My Quality of Life at Work? And What Is the Company’s Role?
What can the company do? The revolutionary step is for businesses to actively support their employees’ personal growth. Companies should boost productivity by teaching life skills that ensure overall well-being, rather than just focusing on technical training. The innovative approach is for employers and employees to work together to identify and recognize their mutual assets. The inspiring part is helping each other find meaning and purpose. This subtle shift builds deep commitment and attracts top talent.
