Every day, I get bombarded with emails about “happiness”, “wellbeing”, “mindfulness” and “resilience”. Now, no-one, including me, wants people – whether they are employees or not – to be unhappy, in poor health (physical or mental) or unable to cope with things. But, as is often the case in the world of work, too many in HR are spending their time trying to tackle the symptoms, not the causes.
So: you’ve got a manager who’s working 14 hours a day, spending every evening doing emails and is aging visibly before your eyes. It’s ok – just send them on a resilience workshop.
Or an employee on minimum wage who’s worried that they can’t feed the family all week. No problem – a bit of mindfulness meditation will solve that
Or that guy who can’t sleep because they are failing to achieve the ever demanding targets of the company – just stick a Fitbit around their wrist and give them some feedback on their heart-rate. That way they can worry about the fact they aren’t doing their 10000 steps a day as well as everything else. (And of course we can add to our HR metrics too, to optimise their work performance)
The issue is that all of these situations, the problem is passed to the employee. It is their fault they can’t cope. As responsible employers of course, we make sure they’ve got the tools to deal with their failure to cope with the situation; after that they are on their own. Rarely do we acknowledge, let alone tackle, the organisational symptoms that contribute to the problem. Instead, we shrug our shoulders and conclude that, with all the support we’ve given them, if they can’t hack it in our environment they know what to do.
After all, HR has no responsibility for things like pay rates, working conditions, culture, organisational development, performance management or training do we…?