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According to LinkedIn data, there’s been a 13% growth in existing job titles that reference culture or well-being compared to 2019. For instance, the National Health Foundation has a vice president of people and culture, while The Coca-Cola Company has a benefits and well-being manager. And there’s been a 20% growth in job titles related to flexible work. Johnson & Johnson created a new head of global flexible work strategy and Equi now has a head of remote.

The roles that a company wants to fill can say a lot about the state of the organization or where it wants to go. Companies are responding to the new way employees want to work.  

Here’s why more companies may recognize that culture, well-being, and flex work require the full-time attention of a leader. 

Creating a strong company culture helps employees feel connected and engaged

Some employers fear extended periods of remote work may cause employees to feel disconnected from each other, as well as the workplace culture. But research shows a strong and healthy organizational culture can help employees feel connected to their teammates and engaged with their work. 

A study in the MIT Sloan Management Review found that the top predictor of employee turnover during the Great Reshuffle has been a “toxic corporate culture.” This was over 10 times more likely to contribute to attrition than compensation, according to the research. The leading elements contributing to toxic cultures include failure to promote diversity, equity, and inclusion; unethical behavior; and workers feeling disrespected. 

On the other hand, employees who feel strongly connected to their company culture are 75 times more likely to be fully engaged at work compared with those who don’t feel connected, according to the ADP Research Institute.

Judy Jackson, WPP’s global head of culture and engagement, says that when she began her current role at the multinational communications organization each of its agencies was siloed and had its own culture. The agencies were mostly connected as a means of reporting revenue, she says, not as a unified company. 

“My job was to come in to build a community as part of that company,” Judy says. “So not just people that are parts of different groups or organizations, but people who have a common interest in one another, a common interest in a shared mission — a shared set of values, a shared set way of operating that’s appropriate for the organization.”

Diversity, equity, and inclusion is a major part of that culture, particularly since the murder of George Floyd, Judy says. Her job includes helping to ensure “we’re embedding DEI in all aspects of our people processes and in our client work.”

Reddit’s chief people and culture officer Nellie Peshkov says in contrast to “traditional HR,” which focuses on workforce needs through programs, policies, and practices, her role is to cultivate an environment in which employees can do their best work. 

“Is it transparent?” she asks. “Are leaders candid? Are employees asking the tough questions? Are we embracing mistakes and learning from them?

Prioritizing employee well-being is essential for a company’s well-being

The uncertainty around the pandemic and the blurring of lines between work and home are contributing to workplace burnout. In an external survey by Deloitte, 77% of respondents say they’ve experienced employee burnout at their current job, with 42% saying they left their job specifically because they felt burned out. 

To address these issues, Jen Fisher, who was named Deloitte’s chief well-being officer about seven years ago, says she’s seeing more large organizations create leadership positions like hers. The benefits are twofold: It signals to employees that top brass see it as a priority, and someone is responsible for moving the initiative forward. 

“As a result of the pandemic,” Jen says, “C-suite leaders have recognized that they need to, as an organization, move beyond just caring for the standard health and safety of their workforce and really do more to build a resilient and agile workforce.” 

For example, given the heavy toll on health care professionals, hospitals are trying to do more to help the physical and mental health of staff. Dr. Jonathan Ripp, chief wellness officer at Mount Sinai Health System and dean for well-being and resilience at the Icahn School of Medicine at Mount Sinai, oversees system- and individual-level interventions designed to improve well-being for all students, residents, fellows, and faculty. 

In times of crisis, Jonathan says, “we’ve heard from our workforce that what they need to know [is] that you hear them and that you care for them and that you value them. . . . It’s got to be words and actions.” 

That’s why he stresses leaders need to provide authentic messaging in addition to meeting employees’ workflow needs and showing gestures of appreciation, whether it’s buying pizza for staff or giving everyone an extra day off. 

“The big thing for organizations and leaders to recognize,” Jen says, “is that well-being and high performance aren’t mutually exclusive. And so, if you want a high-performing workforce, you need a workforce that’s taking care of themselves.”

Appointing a dedicated leader or team to oversee flexible work helps to create fairness

If one thing is certain, it’s that flexible work is here to stay — at least for the foreseeable future. One survey from the Harvard Business School found that 81% of professionals either don’t want to go back to the office or would prefer a hybrid schedule. But each region, along with each office function, has different employee preferences, needs, and compliance policies. 

When part of a workforce is working remotely and the other is hybrid, providing flexibility could look differently depending on the employee. These challenges call for a dedicated team or leader to provide fairness, clear communication, and beneficial policies for all.

And it should also include formal training to address bias against remote workers, says Shannon Hardy, vice president of flex work at LinkedIn.

“Managers need to learn,” she says, “how to unpack whatever the situation is and have a more complex conversation with employees about what’s working and what’s challenging in a remote work environment. They have to be able to say, ‘How can I support you?’”

Some companies like Gitlab, Remote Technologies, and Coinbase have leaders focused on documentation. Their goal is to make sure there are clear or standardized processes for remote and in-office employees. When a company is scaling up asynchronously, for example, these leaders provide updated guidance or resources for workplace processes, terminology, or communication. This allows everyone to work effectively wherever they are.

“So, each team is an organization,” Jen says. “It’s not ‘one size fits all’ anymore.”

Final thoughts: Future leadership roles will have the employee in mind

The emerging roles focused on culture, well-being, and flexibility show that improving the workforce experience is a strategic imperative for more businesses. It’s the reason why companies have carved out leadership roles or teams dedicated to these complex topics. By allocating resources — and people — to oversee these initiatives, you’re signaling your commitment. 

And if the current trend continues, and work environments become more centered on employees’ personal needs, there may be even deeper workforce demands that lead to new job titles. Roles could address issues like ageism, neurodiversity, and family caretaking responsibilities. 

Once an issue becomes business critical — and more visible — organizations will benefit from enlisting dedicated help to build a stronger workplace and workforce.

*Photo by Anupam Mahapatra on Unsplash

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