This document discusses the connection between work and wellbeing. It presents a wellbeing wheel that includes physical, mental, financial, vocational, interpersonal, and personal dimensions of wellbeing impacted by work. The biggest factors impacting the future of work are the mental health and stress of workers, where work will be done, and demographic trends. The most important elements of a workplace according to employees are workplace wellbeing, relationships with colleagues, flexible working hours, and an inspiring leadership culture. Leaders are defined by the culture and people they develop, and employee engagement depends on culture, purpose, and impact.

1. V
O
C
A
T
I
O
N
A
L
P
E
R
S
O
N
A
L
I N T E R P E R S O N A L
F I N
A
N
C
I
A
L
V
O
C
A
T
I
O
N
A
L
F
I
N
A
N
C
I A
L
I N T E R P E R S O N A L
P E
R
S
O
N
A
L
W
EL L B E I N
G
W
H E E L
P
R
A
C
T
I
C
A
L
/
T
A
N
G
I
B
L
E
M
E
T
A
P
H
Y
S
I
C
A
L
PHYSICAL
health &
fitness
IMPACTS
workload,
current
PURPOSE
long-term
MENTAL
emotional
& spritual
EARNINGS
current
SOCIAL
friends
RELATIONAL
family
SECURITY
future
THE CONNECTION BETWEEN WORK AND WELLBEING
Work Wellbeing defined
a third of our waking hours
jobs
18 careers
A school leaver will have
6
and
33%
more than half our years of life at work.
W O R K I S
K E Y T O O U R
S E N S E O F + + + +
Purpose Growth
Identity Belonging Contribution
THE WELLBEING WHEEL
Leadership is defined by the culture
created and the people developed.
THE BIGGEST FACTORS
IMPACTING THE
FUTURE OF WORK
THE MOST IMPORTANT
ELEMENTS OF A
WORKPLACE
62%
Mental health and
stress of workers
1
55%
Where work will
be done
43%
regularly feel
stressed
33%
often experience
work-related
stress
83%
say providing work
wellbeing is important
and the responsibility
of the employer
55%
Demographic
trends
2
52%
Computerisation
of robotics
72%
Workplace
wellbeing
65%
Relationships with
peers/colleagues
52%
Sectors
disappearing
60%
Flexible working
hours
across
60%
Collaborative
work environment
58%
Inspiring and
accessible
leadership
Chapter 1
Chapter 5
Chapter 1
Chapter 8
% of employed Australians who say it
is extremely/very important
% of employed Australians who say it
will have a significant/ large impact
3
4
5
1
2
3
4
5
We spend
% of employed Australians

2. COMPETENCE
what we do
CAUSE
why we exist
CULTURE
how we do it
Source
Work Wellbeing: Leading Thriving Teams in Rapidly
Changing Times (Rockpool Publishing, 2020)
Work Wellbeing applied
EMPLOYEE ENGAGEMENT = CULTURE + PURPOSE + IMPACT
THE WELLBEING TREE
CHANGING LEADERSHIP STYLES
You can find more information and
resources about Work Wellbeing
at this website.
Culture and value
Those whose workplace has a commitment to staff
wellbeing are:
G ET YO U R CO PY TODAY
The success of a leader is
measured not by what they
achieve in their life, but by
what they set in motion.
Chapter 5
Chapter 7
Chapter 6
Retention Engagement Employer of choice
L
Command & Control Collaboration & Contribution
58%
Conditions and earnings 42%
When looking for a place of employment, these matter the most:
more likely to be
working in their current
workplace in 2 years
3.1x 4.3x
2.6x
more likely to
be engaged
at work
more likely to
recommend their place
of work to others
workwellbeing.com.au
To some work is simply a job, but to many more it's a lifeline
to social interaction, purpose and a place of belonging.