Wellbeing at the Workplace: How people can thrive at work
Updated: Sep 23
When work should be more than simply getting through the day
Between meetings, emails, and to-do lists, there is often little time to pause. Yet we are still expected to move through the day motivated, creative, productive, and as balanced as possible. But when was the last time we actually asked how the people behind all those tasks are doing?
Not simply whether they are meeting their targets, but whether they feel a sense of belonging, have opportunities to use their strengths, and find meaning in what they do.
For me, this is where the real question of wellbeing at the workplace begins.
Workplace wellbeing does not mean that every day has to be easy, or that there is no room for stress, conflict, or demanding situations. Rather, it is about creating working conditions in which people can navigate challenges in a healthy way, continue to develop, and contribute to something meaningful together.
The key question, therefore, is not only: How can people function at work? But: What do they need to truly thrive?
1. A look at the numbers: What the current situation tells us
Wellbeing is no longer simply an individual concern. It affects how teams work together, how leadership is practised, and how sustainable organisations are in the long term.
The State of the Global Workplace 2026 by Gallup illustrates why this deserves our attention. The following figures are based on data collected in 2025:
20% of employees worldwide are engaged at work.
64% are not engaged and feel only limited psychological connection to their work.
16% are actively disengaged.
40% reported experiencing a lot of stress the previous day.
Particularly striking is the fact that global employee engagement fell to its lowest level since 2020 in 2025. Gallup estimates that the resulting productivity losses amount to around US$10 trillion worldwide each year.
These figures are more than economic statistics. They raise a fundamental question: How much potential remains untapped when people show up for work but do not feel truly connected to what they do?
At the same time, engagement and wellbeing are not the same thing. Engagement primarily describes a person’s connection to their work – for example, feeling motivated, willing to contribute, and eager to make a meaningful contribution. Wellbeing goes beyond this. It refers to a person’s broader sense of wellbeing and includes aspects such as health, positive relationships, meaning, and the ability to cope with challenges and stress.
The two are positively related, but they should not be equated. Even highly engaged employees can experience chronic stress, pressure, or exhaustion. Conversely, sustainable wellbeing cannot be achieved simply by reducing sources of stress.
When we talk about wellbeing in the workplace, we often think first of stress prevention, health, or work-life balance. These aspects are important – but wellbeing is about more than the absence of strain. It is also about strengthening resources and creating conditions in which people can work in a healthy, engaged, and sustainable way over the long term.
2. What does it mean to thrive at work?
Positive Psychology explores, among other things, the conditions that enable people to lead fulfilling lives and develop their potential.
One well-known framework is Martin Seligman's PERMA model (2011), which describes five dimensions that can contribute to human flourishing:
Positive Emotions: Joy, gratitude, optimism, and positive experiences in everyday work.
Engagement: Becoming absorbed in a task, using one's strengths, and experiencing a sense of flow.
Relationships: Trusting relationships, belonging, and supportive collaboration.
Meaning: Experiencing one's work as meaningful and contributing to something beyond oneself.
Accomplishment: Pursuing goals, recognising progress, and experiencing that one's actions make a difference.
Applied to the workplace, the model offers a different perspective on what people need. It is not only about experiencing less stress, but also about feeling connected, using our abilities, finding meaning, and recognising progress.
For me, this is where the value of the PERMA model lies. It broadens our perspective and invites us to look beyond problems and deficits towards the conditions that enable people to develop and succeed together.
But what is the value of knowing our strengths if our working environment gives us little opportunity to use them?
3. What kind of organisational culture enables people to truly thrive?
A positive organisational culture is not defined solely by carefully worded values, inspiring mission statements, or a friendly atmosphere. It becomes visible especially when things get difficult.
How do we respond when someone makes a mistake? What happens when someone raises an unrealistic deadline? Can employees disagree without fearing that it will damage their reputation? And is support actually provided – or merely promised in presentations?
For me, it is precisely in these everyday situations that culture becomes visible.
A working environment that supports wellbeing and development needs conditions that are reflected in everyday interactions:
Psychological safety and trust
People need to be able to ask questions, speak openly about mistakes, and contribute different perspectives. Not every opinion has to be shared – but everyone should have the opportunity to be heard.
Clarity and participation
Clear roles, transparent decisions, and realistic expectations provide orientation. At the same time, participation can strengthen people's sense that they have a voice in shaping their work.
Recognition and development
People want their abilities to be recognised and to have opportunities to grow. This includes constructive feedback, appreciation, and opportunities to take responsibility.
There is one thought that is particularly important to me: A positive culture does not mean that everything has to be positive all the time.
Conflict is part of working together. Change can create uncertainty. And not every challenge can be solved through an optimistic mindset.
A resilient culture is rather one in which difficult issues can be addressed openly and people are able to work together towards solutions.
4. From insight to action: How can wellbeing become tangible?
I believe it is important not to treat wellbeing as a one-off initiative, but as an ongoing process of organisational development.
A useful starting point is to understand together where an organisation or team currently stands. Two simple questions can open up this conversation:
What gives us energy?
Which tasks, relationships, and working conditions help us stay engaged and satisfied in our work?
What costs us unnecessary energy?
Where do avoidable pressures, uncertainties, or sources of friction arise in our everyday work?
The answers can reveal concrete areas for action: rethinking workflows, clarifying responsibilities, creating greater autonomy, or intentionally shaping collaboration within the team. What matters is that insights lead to visible change. When employees are repeatedly asked for feedback without seeing anything change, this can weaken trust rather than strengthen it. Wellbeing should therefore not only be discussed. It should be shaped together and reflected on regularly.
My conclusion: A working world where people do more than function
When I look at the data and the challenges of today's working world, one insight stands out to me:
Wellbeing is not another item to add to an already crowded agenda. It is a question of how we fundamentally understand and shape work, leadership, and collaboration.
We can create working environments in which people feel heard, can use their strengths, continue to develop, and face challenges together.
And we can learn to recognise strain earlier, talk more openly, and look not only at individual coping strategies, but also at the conditions in which people work.
References
Donaldson, S. I., Lee, J. Y., & Donaldson, S. I. (2019). Evaluating positive psychology interventions at work: A systematic review and meta-analysis. International Journal of Applied Positive Psychology, 4, 113–134. https://doi.org/10.1007/s41042-019-00021-8
Donaldson, S. I., Donaldson, S. I., McQuaid, M., & Kern, M. L. (2024). Systems-informed PERMA+4: Measuring well-being and performance at the employee, team, and supervisor levels. International Journal of Applied Positive Psychology. https://doi.org/10.1007/s41042-024-00177-y
Seligman, M. E. P. (2011). Flourish: A visionary new understanding of happiness and well-being. Free Press.
Gallup. (2026). State of the Global Workplace: 2026 Report. Daten aus 2025. https://www.gallup.com/workplace/697904/state-of-the-global-workplace-global-data.aspx
Helliwell, J. F., Layard, R., Sachs, J. D., De Neve, J.-E., Aknin, L. B., & Wang, S. (Hrsg.). (2026). World Happiness Report 2026. https://www.worldhappiness.report/
