Long regarded as a peripheral issue, the topic of well-being at work is now a key concern. However, as it becomes a more prominent feature of public discourse, the term is also tending to be overused, leading to passing fads or the creation of roles whose actual impact is questionable.
We are seeing the emergence of roles such as Chief Happiness Officers, or certification schemes offered by external bodies. One might, however, question whether these titles are truly a guarantee of a healthy and pleasant working environment.
“The challenges associated with well-being are not limited to a single role or certification. The approach must focus on three key drivers: employee engagement, the quality of decisions in terms of clarity, and resilience – that is, the ability to cope with change and crises.”
Moving beyond simplistic arguments
For HR Community, well-being at work warrants the adoption and implementation of a genuine strategy, involving all stakeholders within the organisation, from HR to managers, including senior management, staff representatives and health services. “Human resources professionals cannot take on such a project on their own. In particular, they must be able to rely on managers to act as intermediaries in creating a healthy working environment, provided that they themselves enjoy favourable working conditions,” explains Sandra Schengen, Head of Human Resources at Spuerkeess.
Setting out rules and responsibilities and establishing a clear working framework also help to prevent problems such as low well-being or burnout.
As well as an excessive workload, poorly defined roles are generally the cause of internal difficulties.
Organisations under pressure
These reflections come at a time when organisations are facing profound changes. Following the upheavals of the Covid period, artificial intelligence is raising numerous questions about how jobs are evolving. Many employees are facing uncertainty about their professional future. “This is no trivial matter. This transition is causing significant anxiety,” emphasises Sandra Schengen. Added to this is mounting pressure, both at work and in their private lives. “The workforce seems to be under strain,” she observes.
In Luxembourg, these issues take on a particular dimension. Multiculturalism and multilingualism are a source of richness, but they also make workplace dynamics more complex. Staff must adapt to cultural changes, particularly a growing openness to English in an environment that is still largely French-speaking.
Added to this is the evolving regulatory framework. From workplace bullying to the right to disconnect, companies must gradually formalise their policies and better structure their practices. Well-being at work is gradually becoming a regulated area, prompting companies to move from raising awareness to taking action. “Regulations are primarily put in place to compel those least concerned about these issues to comply. However, it should be emphasised that many companies have embarked on this path out of conviction,” summarises Sandra Schengen.
Moving from intentions to practical steps
Well-being at work is closely linked to the concept of sustainable performance. For HR Community, this refers to a company’s ability to achieve its objectives over the long term, by relying on teams that are committed, well-supported and capable of coping with change. Creating a healthy working environment is therefore essential for long-term sustainability.
This line of thinking is also part of a broader shift in corporate culture. The younger generations are placing increasing importance on well-being, respect, the values upheld by the employer, and the employer’s commitment to sustainability. More broadly, there is now greater openness to discussing topics that were previously less frequently addressed, such as health and safety at work, forcing organisations to rethink their practices and identify truly effective courses of action.
It is with this in mind that HR Community aims to bring together HR professionals, managers and decision-makers around a resolutely practical approach. “We discussed and reflected at length before launching this new series of events on wellbeing at work,” explains Christopher Frères. “The aim is to move beyond mere intentions and take concrete action.”
A series of events to bring the HR community together
Designed as a coherent programme, this cycle will run from September to February 2027 and will combine lectures, workshops and peer discussions. The aim is to offer a multi-stage programme. “The first step is to engage in a critical reflection on well-being at work with Fabrice Midal, a French philosopher, before moving on to more practical situations, such as the role of managers and decision-makers or the actions to be taken in the early stages of a crisis,” explains Christopher Frères.
The course will then explore other complementary aspects, notably through Marcus Muller’s ‘The ABC of Life’ model, which centres on three fundamental needs: autonomy, belonging and competence.»
Nadine Hemmer, a well-known coach in Luxembourg, will, for her part, address a question that is often overlooked: who looks after HR professionals, when they are the ones looking after others?
This inspiring journey will conclude with former Olympic tennis medallist Dominique Monami, centred on a firm belief: sustainable performance begins with oneself and involves consciously managing one’s energy.
Beyond the theme itself, HR Community aims to stand out through the way it tackles it: a different approach to the usual standards, led by speakers with complementary backgrounds and grounded in the realities of the workplace.
Further information will soon be available on the HR Community website