Employee Wellbeing
People drive reputations
In an environment where corporate reputation is shaped not merely by performance but also by purpose, employee wellbeing has become one of the clearest measures of whether an organisation truly deserves respect.
According to Romany Parakrama, wellbeing is no longer a peripheral human resource concern; it is central to how companies are judged by employees, stakeholders and society.
“Employee wellbeing is one of the clearest indicators of whether an organisation genuinely values its people. It is not only about health initiatives; it’s about creating an environment where employees feel safe, respected, included and able to thrive physically, mentally and socially,” she says.
Wellbeing is often reduced to programmes, benefits or occasional wellness campaigns. But Parakrama argues that it must be understood more deeply – as part of an organisation’s culture, leadership style and everyday behaviour.
“Companies can publish impressive strategies and purpose statements but people ultimately judge them by how employees are treated. Corporate respect is earned through actions, and few are more meaningful than creating a workplace free from bullying, discrimination and excessive pressure,” she opines.
In this sense, she notes that wellbeing becomes a practical expression of respect. It demonstrates that an organisation doesn’t see employees simply as resources but people whose contribution, dignity and quality of life matter.
When embedded in culture, this strengthens trust both internally and externally.
Stakeholders are increasingly aware that workplace culture and long-term business performance are closely connected. Engaged and supported employees are more likely to innovate, serve customers well and help organisations adapt in difficult times.
Parakrama explains: “Stakeholders have become far more aware that workplace culture is closely linked to long-term performance.
Investors, customers and business partners recognise that engaged employees drive innovation, service quality and resilience.”
She adds that organisations that invest in wellbeing, foster diversity and create a genuine sense of belonging are often better placed to attract talent and respond to change. At the same time, employee experiences are more visible than in the past.
In this age of social media, online reviews and professional networks, workplace realities rarely remain hidden.
“Employee experiences are no longer hidden behind office walls. People increasingly want to support organisations whose actions align with their values. As a result, how a company treats its people has become an important measure of leadership and corporate character,” she emphasises.
According to Parakrama, financial performance remains essential but is no longer enough on its own. Organisations are increasingly expected to deliver results without compromising the people who make those results possible.
“Employees, investors and customers increasingly expect organisations to provide workplaces where people can contribute,
develop and succeed without compromising their wellbeing,” she explains.
Moreover, the consequences of neglecting wellbeing are difficult to contain. When employees feel undervalued or unsupported, the effects can be seen in disengagement, absenteeism, high turnover and weakened trust.
And poor workplace culture eventually becomes visible beyond the organisation, affecting reputation as much as internal performance.
“Employees who feel supported, valued and connected to their workplace are more likely to be productive and willing to contribute new ideas. Organisations that are known for caring for their people are more attractive to talent, trusted by customers and better equipped to navigate challenges,” she observes.
Parakrama describes employees as being among the most credible voices an organisation has because their views are seen as
authentic and grounded in lived experience.
“When employees speak positively about their workplace – whether in conversations, on social media or within professional networks – it reinforces the perception that the organisation treats people well. Equally, stories of poor culture, bullying or exclusion can quickly damage trust and reputation,” she asserts.
As Parakrama says, employee advocacy cannot be manufactured through branding or communications campaigns. It is earned through consistent behaviour, fair treatment and a culture in which people feel genuinely respected.
