Are we measuring what matters? Rethinking success and wellbeing in the workplace

Modern workplaces are built around performance: KPIs, dashboards, and personal development plans. Employees are encouraged to take ownership of their goals and, increasingly, their wellbeing. But as expectations rise, so does the pressure. According to the CIPD, one in four UK workers say their job negatively affects their mental or physical health, with excessive workloads, poor management, and stress among the most common causes.

These aren’t just personal challenges, they reflect deeper structural issues. The Mental Health Foundation reports that poor mental health is now the leading cause of work-limiting conditions among adults globally, with long-term implications for productivity, retention, and organisational culture.

For HR leaders, the challenge is clear: are workplace systems supporting sustainable success, or quietly contributing to burnout and disengagement?

How workplace systems shape both success and health

Many workplace systems are designed to drive performance, but they can unintentionally undermine wellbeing. When success is measured solely by individual output, it can create environments where people feel isolated, overwhelmed, or undervalued.

According to the Health and Safety Executive (HSE), work-related stress, depression, and anxiety accounted for over half of all work-related ill health cases in 2023/24, contributing to more than 33 million working days lost. These figures reflect a broader truth: when people are pushed to perform without adequate support, their health suffers - and so does long-term organisational resilience.

Common workplace patterns that contribute to the problem

• Individual KPIs that reward personal achievement but overlook collaboration and emotional labour.
• Employee wellbeing programs that focus on personal resilience rather than addressing systemic stressors.
• Flexible working that offers autonomy but often leads to blurred boundaries and longer hours.
• Staff appraisal systems that prioritise output over wellbeing or team contribution.
• Workplace wellness programs that exist in isolation from broader organisational culture.

These patterns are often well-intentioned but without careful design, they can reinforce a culture where success comes at the expense of health.

Redefining success in the workplace

HR teams are in a unique position to reshape how success is defined and supported. By shifting the focus from output alone to sustainable, people-first performance, organisations can build cultures that are both productive and protective.

Broaden the definition of success

Include team outcomes, culture-building, and wellness in the workplace contributions in performance reviews. Recognise the value of emotional labour, mentoring, and inclusion work.

Make wellbeing part of the system, not an add-on

Wellness for employees shouldn’t be a lunchtime yoga session or a resilience webinar. It should be embedded in how work is designed: realistic workloads, supportive leadership, and psychological safety.

Balance autonomy with support

Give employees flexibility, but also clear boundaries and access to help. Autonomy without support can feel like abandonment.

Design for equity

Ensure your health and wellness initiatives in the workplace don’t unintentionally favour those with more time, confidence, or access to resources. Equity is essential for both health and success.

Making support systems meaningful

Redefining success in the workplace is ultimately about how we support people. One of the most practical ways organisations do this is through Employee Assistance Programmes (EAPs). These confidential services offer support for mental health, financial concerns, and personal challenges, and can be a vital resource for employees navigating stress or burnout.

However, EAPs are most effective when they’re part of a wider culture of care. In organisations that are both productive and protective, EAPs are more than just a safety net; they’re a signal that wellbeing is taken seriously. When promoted openly, integrated into onboarding, and backed by supportive leadership, they help create environments where employees feel safe, heard, and able to thrive.

Support systems (like EAPs) shouldn’t be reactive; they should be proactive, visible, and embedded into the everyday rhythm of work.

Success and health aren’t competing priorities, they’re deeply connected. By rethinking how we measure performance and support workplace employee wellness, HR leaders can build environments where people feel valued, supported, and able to thrive - not just survive.

References

1. CIPD Good Work Index 2025 – https://www.cipd.org/uk/knowledge/reports/goodwork/
2. Mental Health Foundation – https://www.mentalhealth.org.uk/explore-mental-health/statistics
3. Health and Safety Executive (HSE) Work-related Stress Statistics – https://www.hse.gov.uk/statistics/causdis/stress.pdf