Employee well-being has become a central focus for organisations worldwide, particularly in the Middle East, where unique cultural and economic factors drive distinct employee needs. As boundaries between work and personal life continue to blur due to remote and hybrid work models, organisations are rethinking their approaches to employee well-being, driven by reports such as Deloitte’s Human Capital Trends 2024.

This report emphasises a shift towards “thriving beyond boundaries” as companies seek ways to foster resilience and performance in an increasingly boundaryless world. 

In the Middle East, multinational companies balance global strategies with region-specific needs, acknowledging that a universal approach to well-being is no longer effective. There is an urgent need for tailored, culturally sensitive solutions that resonate with employees across different regions.

In 2022, the McKinsey Health Institute surveyed over 4,000 employees in four Gulf Cooperation Council (GCC) countries—Kuwait, United Arab Emirates (UAE), Kingdom of Saudi Arabia, and Qatar—to understand the state of employee health in the region. The survey highlights key findings that underscore both the challenges and opportunities for advancing well-being in the Middle East:

• Two-thirds of GCC respondents reported symptoms of poor mental health and well-being, or had a mental-health condition diagnosis.
• One in three respondents experienced burnout symptoms, while many struggled with physical health conditions. Social and spiritual health showed positive trends, with variations among demographic groups.
• Despite health challenges, three-quarters of respondents reported being happy at work, largely due to finding a sense of purpose in their work and relationships.

Some countries in the GCC, particularly the UAE, have taken targeted steps to promote well-being. For instance, the UAE’s National Program for Happiness and Wellbeing aims to integrate well-being into the government agenda, highlighting its importance across sectors.

The Middle East, like many regions, is embracing a broader definition of health, one that extends beyond the absence of illness to include physical, mental, social, and spiritual well-being. This inclusive approach is reshaping workplace strategies, with governments and organisations focusing on fostering a state of equilibrium that balances internal and external influences.

Rising Mental Health Awareness and Addressing Stigma

Mental health remains a priority worldwide, but in regions where stigma persists, companies must approach the topic with cultural sensitivity. In response, leading companies are offering a range of options, from self-guided resources to live counseling, allowing employees to engage at their own comfort level. Some organisations have introduced well-being apps and virtual mental health platforms to provide flexibility and anonymity, easing access for employees who might otherwise hesitate to seek help.

Balancing Flexibility and Work-Life Needs

The rise of remote work has brought flexibility into focus, with employees expecting more control over their work conditions. This trend is especially relevant in the Middle East, where a younger workforce values flexibility highly. Many companies are embracing hybrid work models and flexible leave policies to attract and retain talent. However, regulatory and cultural challenges can limit flexibility in traditional sectors, such as construction and manufacturing.

Purpose-Driven Engagement and Community Involvement

Purpose and community engagement play crucial roles in well-being, particularly for younger employees seeking alignment between their values and their employer’s mission. Companies are increasingly launching community involvement programs, inviting employees to participate in volunteer activities and sustainability efforts. In the UAE, organisations are integrating Corporate Social Responsibility (CSR) activities aligned with the country’s national vision for sustainable development, helping employees forge meaningful connections with their communities.

Addressing Financial Well-being

Financial stress significantly impacts employee well-being, and organisations are responding with programs that address both immediate and long-term financial security. Payroll-deducted emergency savings accounts, financial literacy programs, and retirement planning support are examples of initiatives that can alleviate financial stress, a particularly relevant concern given the rising cost of living globally.

Mariam Almarzouqi, Head of HR at Al Maryah Community Bank suggested HR professionals to rethink their approach saying, "For years, HR has been caught in the middle - balancing business needs with the wellbeing of employees. But as we move into a new era of work, it's clear that HR can no longer just be a bridge between management and the workforce. It needs to become a passionate advocate for employees and their interests. HR should focus on more than just operational needs like workforce optimisation or cost management. These business goals are crucial, but they’re not the whole story. There’s a second, equally important circle - the interests of the employees themselves. Fair pay, a sense of belonging, work that’s meaningful and challenging - these are the things that make jobs fulfilling. And they often don't perfectly align with business objectives. So, what does this mean for HR? It means HR must champion not just what’s good for the business but what’s good for the people. HR can create a more engaged and motivated workforce, which ultimately benefits the entire organisation."

She advised, "Investing in the wellbeing of your employees offers a variety of benefits, from better performance, reduced absences, lowered costs, and boosted retention. The good news is it's not as expensive as commonly believed.  A few cost-effective strategies include providing flexible work arrangements, facilitating free or low-cost workshops on topics like stress management and mindfulness, and sharing mental and physical health resources like online courses or exercise videos."

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Challenges and Strategic Approaches to Well-being

Implementing well-being strategies can be complex, particularly for multinational companies balancing regional compliance, cultural sensitivity, and scalability challenges. Successful organisations are those that continuously adapt well-being programs to align with evolving employee expectations. Companies focusing on both business and human outcomes are better positioned to create a resilient, high-performing workforce.

Mariam underlined, "Work-related anxiety is inevitable, but how do we manage it more effectively? Consciously adjusting your posture and environment to avoid triggering unexplained anxiety. Creating a "Wellness pack" for employees at work that includes items that can help them calm."

To foster well-being effectively, organisations can consider the following strategies:

1. Collaborate with local HR and cultural consultants to ensure programs resonate with regional values and norms.
2. Offer remote, hybrid, and flexible leave options where possible to support work-life balance.
3. Provide a range of mental health resources, including confidential counseling and virtual therapy.
4. Incorporate financial literacy training, emergency savings, and retirement planning.
5. Encourage employee participation in community projects and sustainability efforts.
6. Use virtual wellness platforms and Employee Assistance Programs (EAPs) for global reach with local customisation options.

Yasser AlShakweer, a Worker Welfare & People Consultant, in his article addressing burnout among remote employees underlined, "Burnout among remote employees is a significant challenge that can impact well-being, engagement, and productivity. By setting clear boundaries, fostering social connections, promoting work-life balance, and providing mental health support, organisations can effectively address burnout and create a healthy remote work culture. Proactive efforts to prevent burnout not only benefit individual employees but also contribute to the long-term success of the organisation."

He also emphasised physical fitness for employees in the office spaces writing, "By incorporating standing desks, group classes, walking meetings, and fitness challenges, organisations can create an environment that encourages movement and supports well-being. A workplace that prioritises physical fitness not only fosters a positive culture but also empowers employees to be their best, both mentally and physically."