Policies, tools and actions for sustainable employability

Sustainable employability is about enabling employees to do their work with energy, enjoyment and good health, both now and in the future. It is built around three pillars: health and vitality, development and skills, and motivation and engagement.

A practical example: an organisation that, alongside physical health checks, also creates room for personal development and autonomy at work — for example through training budgets and flexible working hours — helps employees not only stay fit, but also remain motivated and adaptable.

At Lifeguard, we believe sustainable employability only truly works when energy, leadership and workplace culture are connected.

For employers, sustainable employability means lower sickness absence, higher productivity and better talent retention. Teams function more smoothly, knowledge is retained and employees experience greater job satisfaction.

For employees, it offers better health, opportunities for development and a greater sense of fulfilment. They continue to grow, feel mentally stronger and are better prepared for the future.

By building a sustainably employable workforce, you create a resilient organisation that is better equipped to deal with change, high workloads and staff shortages.

Sustainable employability does not happen automatically. It requires attention to several interconnected factors that reinforce one another. At Lifeguard, we see the following themes making the greatest difference in practice:

1. Physical and mental health

A healthy employee has more energy, recovers more quickly from stress and is better able to perform. Energy is not only about exercise or healthy eating, but above all about maintaining the right balance between effort and recovery. This includes sufficient sleep, movement, mental focus and a working environment that allows people to recharge.

2. Work ability

Work ability is about the match between what an employee can do and what the job demands. Too much pressure, or too little challenge, can reduce work ability. By investing in clear goals, autonomy and meaningful tasks, people remain engaged and productive.

3. Skills and competencies

The labour market is changing rapidly. Employees who continue learning are more adaptable and better prepared for the future. Training, coaching and development conversations contribute to personal leadership: understanding what you need in order to continue performing well, even as your work changes.

4. Work-life balance

People who are constantly ‘on’ lose focus and energy. A healthy balance between work and personal life helps prevent absence and increases motivation. Flexible working hours, clear boundaries and a culture in which rest is considered normal are essential building blocks for sustainable employability.

5. Organisational culture

Organisational culture determines whether employability is truly sustainable. A culture centred on trust, ownership and open communication encourages people to take responsibility for their own energy and development. Leaders play a key role in this: they set the tone by leading by example.

At ING, more than 20,000 employees took part in the Lifeguard programme. Afterwards, 82% said they were better able to manage workload — strong evidence that energy management works.

We also see lasting results in healthcare. At Radboudumc, 69% of employees still felt more vital a year and a half after taking part, while 88% reported having more energy thanks to the Healthy Professional programme.

At Accenture Netherlands, an integrated approach resulted in 37% lower sickness absence and 18% higher productivity: sustainable employability contributing directly to business performance.

Many organisations start with the best of intentions, but fall back on superficial initiatives: a fruit bowl, a gym membership or a one-off training session. That is not enough. Without a clear vision, ownership and an integrated policy, sustainable employability is likely to become a collection of disconnected initiatives.

The biggest pitfall is a lack of sustained attention: no clear objectives, no measurement of progress and insufficient involvement from leaders. Sustainable employability requires consistency, leadership and role modelling.

Would you like to create an organisation in which people remain energetic, healthy and engaged?

Discover how Lifeguard can help make energy a strategic priority rather than a standalone HR initiative.

Get in touch or learn more about our programmes.