Jen Fisher

For true sustainability, organizations need to create value for all people connected to them. It’s not just a nice idea—it’s central to better outcomes for organizations and humanity.

Workplace well-being remains a top organizational priority, but leaders’ well-being strategies are hindered by critical gaps between perception and reality.

As workforce well-being dips, leaders ask: What will it take to move the needle? Deloitte's second well-being at work survey reveals why human sustainability is the way forward.

We believe that three factors have an outsized impact on well-being in today’s work environment: leadership behaviors at all levels, from a direct supervisor to the C-suite; how the organization and jobs are designed; and the ways of working across organizational levels. We call these “work determinants of well-being.” To better understand how these three important work determinants could impact well-being in an organization, Deloitte conducted a marketplace survey of 1,274 US workers across a… Show more

We believe that three factors have an outsized impact on well-being in today’s work environment: leadership behaviors at all levels, from a direct supervisor to the C-suite; how the organization and jobs are designed; and the ways of working across organizational levels. We call these “work determinants of well-being.” To better understand how these three important work determinants could impact well-being in an organization, Deloitte conducted a marketplace survey of 1,274 US workers across a wide range of industries, regions, education, income levels, and demographics. Show less

How can C-suite leaders improve both their employees’ and their own well-being? To understand these issues and trends better, Deloitte partnered with independent research firm Workplace Intelligence to survey 2,100 employees and C-level executives across four countries: the United States, United Kingdom, Canada, and Australia. The survey results revealed eye-opening findings, including that nearly 70% of the C-suite are seriously considering quitting for a job that better supports their… Show more

How can C-suite leaders improve both their employees’ and their own well-being? To understand these issues and trends better, Deloitte partnered with independent research firm Workplace Intelligence to survey 2,100 employees and C-level executives across four countries: the United States, United Kingdom, Canada, and Australia. The survey results revealed eye-opening findings, including that nearly 70% of the C-suite are seriously considering quitting for a job that better supports their well-being. Show less

As the importance of employee well-being continues to grow, organizations can benefit from sharing workplace well-being metrics both internally and externally.

The book ‘Work Better Together,’ explains why workplace relationships matter and provides practical strategies for creating a culture of authentic and trust-based relationships that boosts retention, productivity, profitability, and well-being.

CEOs who take the lead on destigmatizing mental health issues can transform their organizational culture.

Despite evidence that time off can help workers avoid burnout and perform at their highest levels, most workers have not been taking enough of it. It may be time for organizations to fix a disconnect between their time-off policies and culture around using it.

​Integrating well-being into the design of work itself can strengthen the link between worker well-being and organizational performance, supporting well-being not just for individuals but for teams and for the organization at large.

With much of the business world shifting to a work-from-home model, sustaining employee well-being is increasingly challenging for enterprises. Integrating technology into well-being strategies may hold the key—with tech leaders playing a pivotal role in driving the adoption of such tools.

Stress overload can impact work and organizational success. However, with planning and human-centered responses, organizations can help build resilience among the workforce and enable them to adapt positively with the business.

Today’s professionals are taking advantage of flexible work options, despite the potential consequences those options might have for their professional growth. And they’re looking to leadership to advance a culture of well-being and flexibility in the organization. Take a deeper dive into Deloitte’s flexible work survey results to learn more.

Experts tell us that one in four adults will struggle with a mental health issue during his or her lifetime. At work, those suffering — from clinical conditions or more minor ones — often hide it for fear that they may face discrimination from peers or even bosses. These stigmas can and must be overcome. But it takes more than policies set at the top. It also requires empathetic action from managers on the ground.

Is sleep a business issue? Sure, getting a good night’s sleep increases well-being, but it can also boost productivity and creativity and help foster innovation. Learn how organizations can create an environment that puts sleep first

On the WorkWell podcast series, we talk about all things well-being. Stay up-to-date with the latest health and wellness trends and discover tips and tricks along the way. Each podcast is designed to help you better understand–and more importantly—embed well-being into your life and work!

No organization wants to burn out its employees. And yet, according to new research, companies’ efforts to prevent prolonged stress among their staffs are falling short.

When Deloitte recently surveyed 1,000 full-time employees in the United States, we found that 77% had experienced burnout at their current jobs, and more than half said they’d felt it more than once. This was true even though 87% of respondents said they “have passion for their job.” In fact, among those highly engaged… Show more

No organization wants to burn out its employees. And yet, according to new research, companies’ efforts to prevent prolonged stress among their staffs are falling short.

When Deloitte recently surveyed 1,000 full-time employees in the United States, we found that 77% had experienced burnout at their current jobs, and more than half said they’d felt it more than once. This was true even though 87% of respondents said they “have passion for their job.” In fact, among those highly engaged workers, 64% said they were frequently stressed. At the same time, nearly seven in ten people (69%) told us they feel their employer “does not do enough to minimize burnout,” while one in five (21%)—told us they don’t believe their employer offers any stress-reduction programs.

What more can organizations do? Our survey pointed to a few potentially powerful interventions. Show less

Does the “always-on” workplace standard always facilitate well-being? The pursuit of efficiency and effectiveness may have had some unintended consequences, but technology can enhance, instead of rule, our lives.

Digital technology can be a blessing and a curse, both personally and in the workplace. How can organizations make sure the positives outweigh the negatives?

Deloitte’s external survey explores the drivers and impact of prolonged, unmanageable stress that may lead to employee burnout.

When people lack the tools and resources needed to operate effectively, they fall prey to the scarcity mind-set. If left unchecked, scarcity can have deleterious effects on performance. The good news is, leaders have an opportunity to help prevent scarcity before it happens.

When people lack the tools and resources needed to operate effectively, they fall prey to the scarcity mind-set. If left unchecked, scarcity can have deleterious effects on performance. The good news is, leaders have an opportunity to help prevent scarcity before it happens.

Deloitte’s workplace pulse survey was conducted to understand how employees view work-life balance and well-being at their organization. The survey was conducted via an online poll of 1,016 full-time employed adults across generations, in the United States from October 6–12, 2015.