{"id":11714,"date":"2025-08-21T10:00:00","date_gmt":"2025-08-21T08:00:00","guid":{"rendered":"https:\/\/escp.eu\/thechoice\/?p=11714"},"modified":"2025-09-02T20:18:27","modified_gmt":"2025-09-02T18:18:27","slug":"the-future-of-wellbeing-starts-with-the-work-choices-we-make-today","status":"publish","type":"post","link":"https:\/\/escp.eu\/thechoice\/tomorrow-choices\/the-future-of-wellbeing-starts-with-the-work-choices-we-make-today\/","title":{"rendered":"The future of wellbeing starts with the work choices we make today"},"content":{"rendered":"\n

Across corporate websites and town halls, the word \u201cwellbeing\u201d is now standard business vocabulary. But as with inclusion or sustainability, what starts as enthusiasm often slips into superficial practices \u2014 a policy statement, resilience workshops or digital wellbeing apps, but little real change. <\/p>\n\n\n\n

Most companies say they care about their people. The real question is whether they are willing to change how work is actually done.<\/p>\n\n\n\n

\u201cThere is a lot of talk and, fortunately, also some action,\u201d says Daniela Lup, professor of work and human relations at ESCP Business School<\/a>. \u201cBut to me, the problem is that firms do not approach the issue seriously enough.\u201d<\/p>\n\n\n\n

Wellbeing, she argues, often gets the same surface-level treatment as other trendy initiatives: well-meaning but fragmented, with little structural change and not much follow-through.<\/p>\n\n\n\n

Yet a growing body of research, hers included, shows that meaningful progress on wellbeing starts not with perks, but with how work itself is structured<\/strong>. That means rethinking autonomy, workload, recognition and management. For companies that want to take wellbeing seriously, the challenge is to move from gestures to design.<\/p>\n\n\n\n

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Wellbeing is not a simple thing to solve. But there is so much knowledge and research accumulated about this.<\/p>\n<\/blockquote>\n<\/div>\n\n\n\n

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\"Daniela<\/figure><\/div><\/div>\n<\/div>\n\n\n\n

The first test: measure it<\/strong><\/h2>\n\n\n\n

According to our expert, one early sign of seriousness is measurement. \u201cThere are still many organisations that do not measure this in any way,\u201d Lup says. \u201cSo how do you even say you care about wellbeing when you don\u2019t attempt to understand your employees?\u201d Lup says she has seen progress in the rise of employee surveys targeting stress, burnout and other precursors of wellbeing. But even this is inconsistent.<\/p>\n\n\n\n

Companies may invest in solutions \u2014 an app here, a workshop there \u2014 but fail to ask whether they\u2019re targeting the right problems<\/strong>. \u201cFrankly, what we also see is that it can trigger resentment, as it shows the leadership is disconnected from the employees\u2019 needs,\u201d she says.<\/p>\n\n\n\n

If companies want to move beyond box-ticking, Lup says they need to rethink the design of work itself. \u201cWellbeing is not a simple thing to solve,\u201d she says. \u201cBut there is so much knowledge and research accumulated about this.\u201d<\/p>\n\n\n\n

Autonomy is essential<\/strong><\/h2>\n\n\n\n

A foundational insight from that research is that autonomy matters \u2014 but not in the abstract. \u201cThis is really about the freedom to make some decisions about how your work is organised. Not about unilaterally making changes, but rather together with managers agreeing what is important.\u201d That might look like agreeing on schedules or allowing employees a say on what tasks to prioritise \u2014 seemingly small changes that often have an outsized impact.<\/p>\n\n\n\n

Lup points to her own work on disability inclusion to illustrate how critical this kind of flexibility can be<\/a>. Her study finds that not all flexibility helps; some can even backfire, suggesting that companies need to choose carefully and rely on evidence, not assumptions. \u201cAutonomy over schedules and how it\u2019s organised is super important here,\u201d she says. \u201cIf you rob people of autonomy, it will surely have a negative impact on their wellbeing.\u201d<\/p>\n\n\n\n

Just as crucial as autonomy is appreciation. \u201cIf others show they value us and our opinion, that has a positive impact on wellbeing,\u201d she says. \u201cWhen we are undervalued and undermined, that is one big source of low self-esteem.\u201d<\/strong><\/p>\n\n\n\n

Lup argues that some of the most damaging dynamics play out in the micro-moments between managers and their teams. These daily interactions, she says, are often where wellbeing is won or lost. A common example? Telling someone they need to improve, but offering no guidance. \u201cIt really shows I don\u2019t care,\u201d she says. \u201cI see this for young employees a lot \u2014 pressuring them to work at high intensity, while offering little in the way of appreciating their work or offering meaningful developmental feedback.\u201d<\/p>\n\n\n\n

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If there is a bigger problem than wellbeing, it\u2019s sending people into the trenches to take care of other people \u2014 without anyone taking care of them.<\/p>\n<\/blockquote>\n\n\n\n

Ask the right questions<\/strong><\/h2>\n\n\n\n

So what can companies do tomorrow? Lup\u2019s answer is simple: start measuring.<\/strong> \u201cIt\u2019s as simple as that. You can\u2019t even start a conversation without this.\u201d A good survey, she says, doesn\u2019t require a consultancy firm or months of planning. \u201cIt\u2019s mind-blowing what you can learn from 5-6 clearly addressed questions.\u201d<\/p>\n\n\n\n

The results of those measurements can then guide where to act \u2014 and, crucially, who to support. \u201cWhat I often see is that you have different climates in organisations,\u201d she says. \u201cI haven\u2019t seen one organisation that is all good or all bad. I see micro-climates. And often it depends on the manager.\u201d<\/p>\n\n\n\n

That brings her to the point she believes is more foundational than wellbeing itself: manager capability.<\/strong> Many managers are promoted without support, training, or clarity on how to lead. \u201cWhen I talk to managers, a lot of them speak about being thrown into the midst of it with zero training and understanding \u2014 and just doing it on the fly. It might be good. But it might be catastrophic.\u201d<\/p>\n\n\n\n

The real issue: untrained managers<\/strong><\/h2>\n\n\n\n

In Lup\u2019s view, the biggest wellbeing challenge in many companies is not apps or mental health webinars. It is the fact that the people responsible for others often receive<\/strong> nothing themselves<\/strong>. \u201cIf there is a bigger problem than wellbeing,\u201d she says, \u201cit\u2019s sending people into the trenches to take care of other people \u2014 without anyone taking care of them.\u201d<\/p>\n\n\n\n

The call to action, then, is less about grand reinvention and more about being honest, starting small and taking work seriously – as the driver of wellbeing, not its backdrop.<\/p>\n\n\n\n

\u201cYou don\u2019t need to reinvent the wheel,\u201d Lup says. \u201cBut you must check that the wheel is aligned with the journey ahead.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

ESCP professor Daniela Lup explains why the future of workplace wellbeing depends on intentional work redesign: balancing autonomy, recognition, and managers’ capability.<\/p>\n","protected":false},"author":1,"featured_media":11713,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[14],"tags":[25,21],"class_list":["post-11714","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-tomorrow-choices","tag-future-of-work","tag-well-being","category-14","description-off"],"acf":[],"yoast_head":"\nThe future of wellbeing starts with the work choices we make today - The Choice by ESCP<\/title>\n<meta name=\"description\" content=\"ESCP Prof Daniela Lup explains why the future of workplace wellbeing depends on intentional work redesign.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, 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