When Tej’s team looked visibly exhausted at the project-update meeting, the senior managers told him to set aside ten minutes daily to allow the entire team to meditate in the conference room. They explained how beneficial ‘pranayama’ can be to relieve stress. A fairly good suggestion, you would say? After all, organisations today are increasingly promoting self-care practices such as exercise and meditation. They are encouraging employees to set boundaries between work and personal time to ensure their well-being. But Tej and his team just looked at the managers in disbelief and disappointment at the suggestion. These were experienced seniors and the team expected them to do better.
What Tej’s seniors failed to address was the fact that the team was too small and young to handle such a big and ambitious project, which came with a deadline. They needed guidance, more hands and expertise to complete the work. What good would ‘breath regulation’ do when the inexperienced team members had to return to tackling an unreasonable workload and chase an impossible deadline?
While encouraging self-care is undoubtedly important, there is a growing concern that an overemphasis on personal responsibility for well-being may inadvertently shift the burden of structural and systemic issues onto employees.
Importance of self-care: A double-edged sword
Self-care is vital for maintaining physical, mental and emotional health. Employees who take care of themselves are more likely to be productive, engaged and satisfied with their work. However, when self-care is overemphasised in organisational messaging, it can inadvertently suggest that employees are solely responsible for managing their well-being, regardless of the work environment or organisational challenges they face. Shailesh Singh, CPO, Max Life Insurance, explains, “This limited interpretation of self-care can lead to a sense of alienation, where employees feel that their struggles are being minimised or ignored.”
“The limited interpretation of self-care can lead to a sense of alienation, where employees feel that their struggles are being minimised or ignored.”
Shailesh Singh, CPO, Max Life Insurance
Another fundamental challenge with overemphasising self-care in workplace messaging is that it can overshadow the need for systemic reforms. For instance, encouraging employees to meditate or exercise is beneficial, but it should not be used as a substitute for addressing excessive workloads, unrealistic deadlines, or lack of resources. When organisations fail to acknowledge and address these structural issues, they risk sending a message that the onus is solely on employees to manage their stress and well-being. This approach can lead to burnout, decreased morale and ultimately, a decline in overall organisational performance.
“Organisation may start by conducting regular surveys to understand the specific challenges employees are facing.
Rishav Dev, head-TA, Century plywoods
Harm of externalising workplace problems
When organisations overly promote self-care without addressing the root causes of workplace stress, they may unintentionally externalise the negative impact of these issues into their employees’ lives. This approach can lead to a disconnect between the organisation’s messaging and the reality of the employees’ experiences. For instance, if an employee is struggling with burnout due to unmanageable workload, suggesting that they simply take more breaks can feel dismissive and far from helpful. It places the responsibility on the individual to manage a situation that is largely beyond their control. “This approach can foster a culture of silence, where employees may feel discouraged from speaking up about the real issues they are facing,” believes Rishav Dev, head-TA, Century Plywoods.
Need for structural reforms
To truly support employee well-being, organisations must first address the structural issues that contribute to stress and dissatisfaction. This includes providing realistic assignments, offering adequate support and resources, and ensuring opportunities for professional development. By addressing these challenges head-on, organisations demonstrate a genuine investment in their employees’ well-being, creating a foundation of trust and support.
For instance, if the workload is crushing the employee, the organisation should first assess whether the workload is reasonable and make adjustments as necessary. This may involve redistributing tasks, providing additional resources, or offering flexible work arrangements.
To avoid the pitfalls of overemphasising self-care, Singh advises, “Organisations must first focus on structural reforms that address the root causes of workplace stress. This includes creating realistic job expectations, providing adequate resources and support and fostering a culture where employees feel comfortable voicing their concerns.” By prioritising these reforms, organisations demonstrate a genuine commitment to employee well-being. This, in turn, can make self-care initiatives more effective. Only after these structural issues have been addressed should the organisation encourage employees to engage in self-care practices to maintain their well-being.
As Dev suggests, “Organisation may start by conducting regular surveys to understand the specific challenges employees are facing.” These insights can then inform targeted interventions, such as adjusting workloads, providing additional training, or improving access to mental health resources.
Harmonious living: A balanced approach to employee well-being
The concept of harmonious living offers a valuable perspective on how to balance self-care with organisational responsibility. It emphasises the importance of finding balance across various aspects of life, including work, personal health, family and community. This approach recognises that excessive focus on any one area—whether work, personal life, or even self-care—can lead to imbalances that ultimately undermine overall well-being.
“For organisations, promoting harmonious living means encouraging employees to take care of themselves, while also ensuring that the workplace environment supports this balance,” enunciates Singh. It requires a holistic approach that considers the interconnectedness of different aspects of life and acknowledges that well-being is not solely the responsibility of the individual.
Effective communication and messaging
“Effective communication is the key to ensuring that self-care messages are received in the right context,” enunciates Dev. Organisations must be careful to avoid conveying the idea that self-care is a substitute for addressing workplace challenges. Instead, the message should be that self-care is one part of a broader strategy to support employee well-being, alongside structural reforms and organisational support.
One way to achieve this is by using analogies that resonate with employees. For instance, comparing an employee’s career to a car, where the individual is in the driver’s seat, can help convey the idea that while they are in control of their own journey, the organisation provides the necessary infrastructure and support. This analogy emphasises that while employees are responsible for their own well-being, they are certainly not alone; that there is an entire ecosystem in place to help them along the way.
While self-care is an important aspect of employee wellbeing, it should not be overemphasised to the point where it detracts from the organisation’s responsibility to create a supportive work environment. Ultimately, the goal should be to create a workplace culture where self-care is not seen as a remedy for systemic issues but as a complementary practice that enhances overall well-being.