Who takes care of those who serve? Well-being as the public sector’s smartest investment

Public sector organisations provide essential services that support society’s well-being, yet the well-being of its own workforce can easily be overlooked.

Public sector employees face immense pressure from rising workloads, bureaucratic constraints, and increased public scrutiny, all of which can negatively impact their mental, physical, and emotional health.

Emerging from the bad dream of Covid, many now face demands to cut costs, modernize, and establish new unitaries or regional authorities.

Amid the looming AI revolution, public organisations navigate increasingly complex challenges in a shifting societal landscape.

Every pound spent on workplace well-being returns value in reduced absenteeism, improved productivity, and better service delivery. Yet, well-being in the public sector remains underfunded and undervalued. What if we treated it as a strategic investment rather than an HR initiative?

Current state of well-being in the workforce

Employee well-being has come under increased focus.

Deloitte highlights ‘Human Sustainability’ as a key concept, emphasizing the need for well-being metrics over transactional approaches. Their most recent report highlights that there is a significant disconnect between workforce and executive team perceptions of well-being. Generally, executives believe they are doing more than they really are.

Stress and burnout are rising, with many workers citing mental health concerns from high demands, limited flexibility, and resource constraints.

As a Korn Ferry consultant, I’ve worked with private sector clients who have prioritized well-being since Covid. Providing a range of support benefits like private health, dental insurance, and assistance programs like counselling or financial advice has become a staple of employee propositions.

Unlike the private sector, where well-being initiatives are often tied to employee retention and competitive advantage, the public sector faces systemic challenges, including funding limitations and rigid structures that make it harder to implement necessary changes.

The tide is changing. I spoke to a Chief Executive of a large unitary this week, and when asked about his priorities in the workforce, his first answer was ‘well-being’. After years of challenges, this Chief recognized his workforce felt ‘tired’ and needed stability.

If they’re happy, we’re not getting value – factors affecting well-being

There is a cultural suspicion of happy workforces in the UK. Many cling to outdated notions that public sector workers should be grateful and endure harsh conditions.

The idea that they should enjoy concerns about their happiness are still treated with ridicule. Generally, there are several factors contributing to declining well-being in the public sector:

• Heavy workloads and long hours: Public sector roles often come with intense responsibilities and expectations, leading to fatigue and burnout.
• Rigid working conditions: Limited flexibility, traditional office structures, and slow policy change hinder the adoption of modern workplace well-being practices.
• Emotional strain and public pressure: Many public sector workers engage directly with the public, dealing with emotionally challenging, dangerous and even life threatening situations that contribute to stress and mental health strain.
• Limited resources and funding: Unlike the private sector, where employee well-being programs can be funded through revenue growth, the public sector operates within tight budgets, making large-scale investment in well-being initiatives more difficult.

Successful well-being initiatives

There are green shoots of change in this space:

• The UK Civil Service People Plan 2024-27 makes many references to employee well-being and cites that ‘77% agree their team cares about their well-being – a good foundation of peer support for well-being’
• Local government flexible working has improved work-life balance, helping employees manage stress while maintaining productivity.
• NHS well-being programs, such as staff support services and psychological first aid training, have helped frontline workers cope with job-related pressures.

These initiatives prove that, despite constraints, leadership commitment enables meaningful well-being improvements.

Strategies for improving well-being

Public sector organizations should focus on the following strategies:

• Embedding well-being in leadership priorities. Senior leaders must champion well-being, treating it as a core priority rather than a ‘nice-to-have. Accountability measures should be introduced, ensuring well-being outcomes are tracked and integrated into performance reviews.
• Policy enhancements for mental and physical health. Expanding mental health support services, including confidential counseling, stress management programs, and peer support networks. Encouraging a culture where taking mental health days is normalized and supported.
• Flexible working and work-life balance. Introducing hybrid work models, flexible hours, and condensed working weeks to allow employees better control over their schedules. Implementing ‘right to disconnect’ policies that establish clear boundaries between work and personal life.
• Investing in data-driven well-being initiatives. Using employee feedback and well-being surveys to shape initiatives tailored to workforce needs. Leveraging digital well-being platforms to provide resources such as virtual therapy, mindfulness training, and resilience coaching.

Does this mean more carrot and less stick?

While the benefits of improving well-being are clear, implementing these strategies is not without obstacles.

Many organisations such as council and police forces tend to struggle with the practice of genuine performance management and accountability. Walking the line between avoidance of difficult conversations versus aggressive and micro-managing leaders is a constant battle for leaders.

With the message that they now need to priortise well-being – does this let under performing colleagues off the hook?

There is a risk that the intention becomes confused, as leaders struggle with applying careful judgment in their management of teams. Managers will need consistent and clear support from their HR teams, and robust performance management will likely have to increase to ensure that genuine support for well-being is not used as an excuse to avoid accountability.

Managers may need both more carrot and more stick, so to speak. Genuinely looking after the well-being of their teams more intentionally, whilst having mature and clear conversations about performance against role expectations.

Future outlook

The future of well-being in the public sector will be shaped by technological innovation, cultural shifts, and evolving employee expectations.

Trends such as AI-driven well-being support, more inclusive workplace policies, and personalized mental health interventions will likely become more prominent. Public organizations will have to move beyond one-off initiatives and embed well-being into their long-term strategic planning however.

Public sector well-being isn’t just about employee satisfaction, but essential for a high-functioning workforce that serves society. By prioritizing well-being through leadership, policy reform, and flexible working models, public sector organizations can create healthier, more resilient workplaces.

For public sector leaders, the question is no longer whether to invest in well-being but how to implement meaningful, sustainable change. The time to act is now.