RUOK? And IsOurCultureOK?
Workplace wellbeing is often treated as if it were a new priority, but employers have been concerned with it for more than a century.
Nineteenth-century industrialists framed wellbeing in moral terms, offering housing, recreation, or welfare schemes that were as much about shaping behaviour as they were about health. Later, the human relations movement introduced the idea that psychological harmony could be engineered, while more recent approaches positioned autonomy and self-fulfilment as the pathways to healthier, more productive employees (Wallace, 2022). Although each era looked different on the surface, the underlying purpose was the same: to create workers who were “fit for work” in ways that reflected the social and economic concerns of the time.
Today, the challenges have shifted dramatically. Two decades ago, most wellbeing programs revolved around fitness subsidies, health checks, or lifestyle perks. These mattered, but they did not address the forces shaping mental health in the contemporary workplace. Employees now contend with the constant presence of digital technology and the unspoken expectation to always be available. Remote and hybrid models have blurred boundaries between professional and personal life, often leaving people more isolated and vulnerable to online conflict. Research shows that cyberbullying has a stronger negative impact on wellbeing for remote workers compared to those in hybrid settings, in part because they have fewer buffers of face-to-face support (Aboobaker & Shanujas, 2023). At the same time, wider economic uncertainty and social change have increased stress and insecurity (Mattar et al., 2023). In this context, wellbeing cannot be separated from the broader environment in which work takes place.
Much of the strain comes not from crises but from ordinary, repeated patterns. The pressure to respond to emails after hours is one example. Another is the culture of constantly saying yes to new projects or opportunities without letting go of existing responsibilities. Over time, these habits steadily drain energy. Conservation of resources theory reminds us that our psychological and emotional reserves are finite. Protecting wellbeing means not only finding ways to recharge but also learning to set boundaries and make choices about where our energy goes (Tatar & Erdil, 2025).
There is also a persistent belief that generous salaries or benefit packages are enough to sustain commitment. Yet research consistently shows that pay attracts employees but does not necessarily retain them. What matters more for long-term wellbeing and loyalty is meaningful work, supportive leaders, open and transparent communication, and strong relationships with colleagues (Gelencsér et al., 2023). In other words, people want to feel that their organisation cares about them, not just compensates them.
For HR and leaders, this creates both a challenge and an opportunity. Supporting wellbeing today requires more than surface-level initiatives. It means actively addressing harmful digital norms, putting safeguards in place against behaviours like online harassment, and designing roles that balance autonomy with purpose (Aboobaker & Shanujas, 2023; Tatar & Erdil, 2025). It also means building cultures of trust and psychological safety, where employees feel safe to speak up about struggles without fear of judgement. Perhaps most importantly, it requires embedding wellbeing into strategy so it is not treated as a one-off campaign or annual wellness event but as part of the everyday fabric of work (Gelencsér et al., 2023; Wallace, 2022)
RUOK? Day reminds us that wellbeing is not static. It shifts in response to technology, economic conditions, and cultural expectations. Asking a colleague how they are will always be a vital step, and the ongoing deeper work is ensuring that workplaces evolve alongside external pressures.
Reference list
Aboobaker, N., & Shanujas, V. (2023). Towards a sustainable workplace: Investigating workplace cyberbullying and its relationship with employee wellbeing and intention to stay in remote and hybrid work settings. Current Psychology. https://doi.org/10.1007/s12144-023-04628-8
Costello, J. (2020). Workplace wellbeing: A relational approach. Routledge.
Gelencsér, M., Szabó-Szentgróti, G., Komüves, T., & Hollósy-Vadász, G. (2023). The holistic model of labour retention: The impact of workplace wellbeing factors on employee retention. Administrative Sciences, 13(5), 121. https://doi.org/10.3390/admsci13050121
Mattar, D. M., Haddad, J., & Nammour, C. (2023). Employee workplace wellbeing amid disruptions. Journal of Organizational Effectiveness: People and Performance, 10(2), 103–118. https://doi.org/10.1108/JOEPP-09-2022-0202
Tatar, B., & Erdil, O. (2025). Always on emails and employee wellbeing: The role of subjective norm of connectivity. Information Technology & People. Advance online publication. https://doi.org/10.1108/ITP-01-2024-0043
Wallace, J. (2022). Making a healthy change: A historical analysis of workplace wellbeing. Management & Organizational History, 17(1–2), 20–42. https://doi.org/10.1080/17449359.2022.2068152