Improving Workplace Well-Being to Boost Performance

Performance is the cornerstone of any company’s growth and success. But did you know that performance doesn’t only depend on financial resources, technology, or organizational structure? It also relies heavily on employee well-being at work.

In France, this concept is known as QVT (Qualité de Vie au Travail), or more recently QVCT (Quality of Work Life and Working Conditions). Internationally, it is best understood as workplace well-being—a holistic approach to creating healthier, more engaging working environments.

Let’s explore how workplace well-being impacts both employees and organizations, and how to implement a strategy that boosts performance.

Defining Workplace Well-Being and Performance

What Do We Mean by Workplace Well-Being?

Workplace well-being covers:

• Working conditions that allow employees to do their jobs safely, efficiently, and comfortably.
• The psychological and social climate, including relationships with colleagues, autonomy, trust in managers, and work-life balance.
• Employer initiatives to improve these conditions, aiming to benefit both employees and company performance.

What About Performance at Work?

While performance is sometimes confused with productivity, the two are distinct:

• Productivity is about output relative to resources (doing more with less).
• Performance is about achieving objectives optimally—working smarter, not just harder.

Both are complementary: better productivity can help reach goals more quickly, but performance takes a broader view, integrating quality, collaboration, and sustainability.

How Workplace Well-Being Drives Performance

A strong well-being strategy has both direct and indirect effects on performance, for individuals, teams, and organizations.

Well-Being as a Prerequisite for Effective Work

Before aiming for exceptional results, employees need the basics to perform. For example:

• Tense team relationships can disrupt communication and delay projects.
• Lack of resources (e.g., outdated equipment) slows execution.
• Poor ergonomics cause physical strain and lower efficiency.
  

Reducing Psychosocial Risks

Poor workplace conditions increase psychosocial risks (PSR) such as stress, value conflicts, or harassment. These risks lead to absenteeism, burnout, or musculoskeletal disorders.

High turnover also undermines performance by reducing experience within teams and increasing onboarding periods.

Boosting Employee Engagement

When well-being is prioritized, employees feel motivated, engaged, and committed. This reduces absenteeism, presenteeism, and turnover while encouraging initiative, collaboration, and loyalty.

Well-being and performance feed into each other: a recognized, high-performing employee feels fulfilled, which further fuels engagement and motivation.

Attracting and Retaining Talent

Today’s candidates place increasing importance on working conditions, beyond salary or job content. A strong well-being culture helps retain experienced employees and attract new talent—strengthening long-term organizational performance.

How to Improve Workplace Well-Being

Every company must aim for sustainable performance, and improving employee well-being is a key lever.

Step 1: Assess Well-Being at Work

Each organization has different risks and priorities. Measuring workplace well-being is essential. Tools include:

• Absenteeism rates for quantitative insights.
• Well-being surveys and barometers to capture employee perceptions and needs.

Step 2: Implement Targeted Actions

Survey findings should guide concrete initiatives. Examples include:

• Professional development opportunities.
• Flexible schedules to balance work and personal life.
• Spaces for dialogue and feedback between employees and managers.
• Recognition programs to value contributions.

Step 3: Prioritize Mental Health

The World Health Organization (WHO) defines mental health as “a state of well-being in which every individual realizes their potential, can cope with normal stresses of life, work productively, and contribute to their community.”

This makes mental health a direct driver of performance.

According to teale’s Employee Mental Health Barometer:

• 23% of employees are in a critical or at-risk state.
• Mental health issues are the leading cause of long-term sick leave (excluding Covid).
• They cost companies an estimated €3,000 per employee per year.

That’s why including mental health in HR strategy is essential.

Digital solutions like teale support both individuals and organizations: employees receive personalized guidance to care for their mental health, while HR gains dashboards and insights to adapt policies to evolving needs.

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Bottom line: Workplace well-being isn’t just about comfort—it’s a strategic lever for performance. By improving working conditions, addressing psychosocial risks, and supporting mental health, companies can unlock stronger engagement, innovation, and long-term success.