Vitality in the workplace

Twenty years ago, it was unthinkable for employers to concern themselves with employee vitality. How different things are today. Workplace vitality is now a hot topic in the boardroom.

Attention to workplace vitality has been steadily increasing for years, but recent societal developments have significantly accelerated this trend. One major factor is the growing labor shortage, which is contributing to higher workloads and an increase in employee burnout. This rise in absenteeism is something we see reflected in the organizations we work with. And absenteeism is costly—ranging from €250 to €600 per day—not to mention the impact it has on colleagues and home life.

The COVID era also sparked a shift in how vitality is discussed at work. At Lifeguard, for example, it clearly marked a turning point. Employees have become more open about their mental health, their need for stress management, and the importance of connection with colleagues.

In addition, the rising retirement age has led to increasingly multigenerational workplaces, with each generation having its own specific needs when it comes to wellbeing. It’s now common to see teams made up of colleagues ranging in age from 25 to 66. And consider this: the youngest among them began their careers during a time when remote work was the norm!

By now, most people are aware that “sedentary behavior is the new smoking behavior”, and in many offices, the pink-frosted pastries have made way for fruit and raw nuts. But workplace vitality goes far beyond physical health. It encompasses the overall well-being of employees, including their energy levels, motivation, mental resilience, and emotional balance.

Team dynamics, leadership, and organizational culture play a critical role in fostering vitality. It’s not just about offering a yoga class or a healthy lunch option—it’s about creating an environment where people can genuinely thrive, feel connected, and contribute meaningfully.

The benefits of prioritizing vitality extend well beyond the individual employee. A vital workforce drives better performance, fosters innovation, and contributes directly to the overall success and sustainability of the organization.

To engage in meaningful conversations about vitality and energy in the workplace, Lifeguard frequently uses the Lifeguard Energy Matrix. This model offers insight into how different forms of energy influence employee vitality and productivity. It underscores the importance of avoiding less desirable energy states, such as survival energy and burnout energy, while emphasizing the need to incorporate recovery time in order to reach peak performance through performance energy. This approach helps employees perform at a higher level while reducing the risk of stress-related absenteeism. The model can be applied on an individual, team, and organizational level.

To better understand what generates energy for employees in the context of work—and what depletes it—we turn to the Job Demands–Resources (JD-R) model by Schaufeli and Bakker (2004). According to this model, employees encounter both job demands and job resources in their daily work. Job demands refer to aspects of work that require considerable effort and can drain energy, such as high workloads and emotional pressure. In contrast, job resources are factors that provide energy and support, such as autonomy, social support, and opportunities for personal and professional development.

Striking the right balance between these demands and resources is essential for employee well-being and performance.

JD-R model by Schaufeli and Bakker (2004)

To ensure that employees remain sustainably employable, it is important for both employees and the organization to be aware of the key pillars of vitality. In practice, however, we find that this is often easier said than done. Falling back into old, non-vital patterns is tempting. This is where Lifeguard steps in, assisting organizations by enhancing knowledge and teaching new behaviors. They also work with NOBCO-certified coaches to provide individual support to employees. The fact that their coaching sessions are rated an average of 8.8 suggests a successful approach in helping individuals improve their vitality and maintain long-term employability.

Workplace vitality is not achieved by focusing solely on the individual employee. All levels within the organization play a role. Here are some tips for each organizational level:

• Individual level
  • Teach individuals how to “switch on and off” effectively
  • Provide access to healthy lunch options
  • Offer coaching support
  • Consider all aspects of well-being: physical, emotional, mental, and purpose-driven
• Team level
  • Help teams establish clear agreements and expectations
  • Create clarity regarding roles and responsibilities
  • Foster connection within the team
  • Ensure a safe and supportive environment
• Leadership level
  • Walk the talk – lead by example
  • Develop active listening skills
  • Be clear in your instructions and goals
  • Balance performance energy with recovery energy
  • Recognize survival energy and address it
• Organizational level
  • Is your organization a ‘great place to work’?
  • Are employee surveys up-to-date and effective?
  • Is your HR policy clear and well-communicated?

In the past 20 years, the challenges surrounding vitality and well-being in the workplace have changed significantly. The current dynamics within organizations now make it necessary to strengthen the connections between different generations and colleagues. The “rules of the game” have shifted with the rise of remote work in many organizations, and it is understandable that not everyone is willing to give up the privileges they gained during this period.

Moreover, a striking change has occurred, with illnesses traditionally associated with those over 55 now affecting people earlier in their working lives. This shift has implications for individuals who would have previously retired early or taken pre-pension.

Younger generations are experiencing greater mental pressure, partly due to the ongoing influence of social media in their lives.

The recognition that vital behavior keeps both individuals and organizations healthy is widespread across organizations. However, the stumbling block lies in the transition from knowing to actually acting. This is where Lifeguard steps in to engage with organizations and explore the most effective solutions, both short- and long-term. A thoughtful approach to well-being and vitality is an “infinite game.” Increasingly, we see that addressing vitality is a strategic choice for attracting and retaining talent. Every euro invested in this area pays for itself, as we know the solution is not simply found in an app or a webinar. People often find behavior change challenging, and Lifeguard is here to assist in this process.

Over the past 20 years, we have helped many organizations become more vital. Our approach and the vitality programs we use are based on our knowledge, experience, and in-depth scientific research. Every individual and every organization is unique in its character and objectives, which is why every vitality program we propose is equally unique. However, based on our extensive knowledge and experience, we have developed a number of sample programs to inspire you. This will give you an idea of what a program addressing your organization’s vitality needs might look like.

In this program, we ensure that employees and leaders apply the fundamental principles of energy management. They learn what contributes to higher energy levels and, just as importantly, what does not. We encourage them to truly implement this knowledge. After all, we often know what is good for us, but we don’t always follow through on what we know.

With this program, we provide insight, knowledge, reflection, and solutions to help a team improve or intensify their collaboration. The team coaching process is based on a specific challenge within the team. For a more sustainable result, this process is supplemented with training, on-the-job coaching, and leadership coaching.

This program provides leaders with insight and control over their own energy and helps them recognize stress signals in employees and teams. By strengthening the five key energy sources that employees need to perform their work effectively and with motivation, leaders foster a vital culture within your organization.