Trends in HR - Wellbeing, Autonomy, and AI in the Workplace

The Balance Between Humanity and Technology

Wellbeing in the workplace has become a key topic since the pandemic. The shift to remote work brought benefits like increased flexibility and autonomy for employees, contributing positively to their wellbeing. At the same time, some companies have struggled with monitoring remote workers and are advocating a return to the office to boost productivity. This reveals a tension between autonomy and control that many organizations are grappling with. The rise of AI and data in HR processes adds an extra layer of complexity to this dynamic. Ghent-based startup Wenite recently invited several HR companies to discuss these topics.

Autonomy: Job Satisfaction and the Challenges of Hybrid Work

Many experts view autonomy as an essential component of job satisfaction. Antony Teelen from Springbok, a strong proponent of workplace autonomy, sees it as a core part of job happiness: "Autonomy, to me, is the framework within which you work. It’s a crucial element of job satisfaction. You have certain tasks, but how you carry them out reflects your autonomy." Flexible hours and location options, such as working from home, support employee wellbeing.

However, flexibility also comes with limitations. David Carrolo from MENS points out that autonomy should be applied situationally, depending on the employee’s experience: "Giving a newcomer too much autonomy can be risky; they lack guidance and structure. But for someone very experienced, that freedom can be highly rewarding." Newer employees may feel uncertain without sufficient structure, whereas experienced employees benefit from greater freedom and independence.

Hybrid work, now a fixture in many companies since the pandemic, brings its own set of challenges. Laurens Brams from Lifeworx highlights the difficulties when companies shift back to office work: "It’s not easy, for example, when someone who has always worked from home suddenly can’t anymore. That takes away an established right." This transition can create tension between employers and employees, particularly when flexibility is viewed as a permanent right.

In industries like construction, where physical presence is essential, the situation is even more complex. Caroline Franck from Rewire explains the challenges of fair treatment for different types of employees, especially in sectors like construction: "In a construction company, you always need people on-site, but support functions might be able to work from home." This imbalance in autonomy between field workers and office staff can lead to dissatisfaction and a sense of inequality within organizations.

Sharon Vandousselaere from The Circle of Wellbeing adds: "Companies often claim to have sufficient communication channels, yet operationally, there may be basic communication issues that need attention."

Jasper Boschmans from BloomUp underscores this point by noting the differences between field workers and office staff: "At clients with a mixed workforce, autonomy for office staff is vastly different from that of field workers." He emphasizes that the level of autonomy granted to employees depends on their role within the organization, presenting a challenge for companies striving for equal treatment.

Leadership and Connection: The Need for Authentic Communication

Beyond autonomy, leadership plays a crucial role in employee wellbeing and productivity. Brecht Buysschaert from Springbok asserts that effective communication is key to building connections within an organization. However, it’s not just about information exchange; it’s about building authentic relationships: "Communication has to go beyond words. It’s about real connections and leveraging each team member’s unique talents." This requires leaders to go beyond emails and meetings, adopting a personal approach and actively listening to employee needs and desires.

Developing a deeper team dynamic, according to Brecht, starts with self-awareness: employees need to know and appreciate themselves before they can fully contribute to a high-functioning team. This insight fosters a culture of engagement, where employees feel valued and are willing to contribute to the organization’s success.

In a similar vein, Veerle Coffé emphasizes the importance of coaching-oriented leadership, focusing on people management: "Now more than ever, we must invest in coaching leadership, where people management is the primary task of the leader." This approach shifts the leader’s role from directive to guiding employees in their personal and professional growth, helping maintain employee motivation and supporting long-term wellbeing.

Toon Devloo from Move 37 highlights the importance of effective onboarding: "We need to ensure that new hires feel connected from the start. Strong onboarding helps new employees feel quickly at home within the organization, boosting their motivation and productivity."

There are also practical challenges in maintaining connection, especially in companies with geographically dispersed employees. Bram Vergote from Lifeworx points out that creating touchpoints is crucial, even if they are digital: "The biggest challenge for growing companies is keeping employees who work in different locations— from Sint-Truiden to Ostend—connected." He emphasizes that it’s not just about communication but also about considering each employee’s individual needs. When these needs are recognized and acknowledged, employees feel more engaged and valued.

Wellbeing and Responsibility: A Shared Task

According to Eva De Winter from Rewire, many organizations are experiencing “wellbeing fatigue.” Although there’s more attention on wellbeing, actions are often directed solely at the employee. “Wellbeing isn’t just about ‘fixing’ people; it’s about creating a work environment that supports both wellbeing and performance. A broader approach to wellbeing at multiple organizational levels is needed.” The wellbeing foundation within organizations, she believes, isn’t only about offering wellness programs but also ensuring core HR processes are well-structured. Without a strong foundation, wellbeing initiatives are merely “the cherry on top.”

However, the emphasis on performance and productivity remains strong. While it’s logical for companies to aim for economic growth, Eva De Winter warns that an excessive focus on efficiency and productivity often compromises employee wellbeing and functionality. This performance-driven culture can lead to burnout and other stress-related issues, especially when employees feel they must constantly be at their best, creating an unbalanced focus on results.

Wouter van der Linden from the Advisory Board supports this view, noting that only 46% of employees have the option to work from home. This raises questions about inequality among different employee groups, such as field workers and office staff. He suggests that companies need to consider how they can promote wellbeing for all employees, regardless of their role or work environment: “This means that wellbeing policies should address not only office workers but also those who must be physically present on-site.”

The Rise of AI: Opportunities and Limits

The rise of technology, particularly AI, has dramatically transformed the way companies operate. According to Nicolaas Zeghers, AI can make HR processes more efficient and foster new forms of connection. AI systems like ChatGPT can, for instance, help simplify administrative tasks and improve internal communication. Yet, he cautions that much work remains before AI can be fully integrated into daily business operations. “It’s important to stay critical and ensure the human element is preserved.”

While AI can contribute to more efficient operations, it’s not a cure-all. Jasper emphasizes that AI isn’t the solution for everything: “Autonomy involves choosing whether or not to use AI in a given situation. It’s essential for people and organizations to consider which processes it should and shouldn’t be applied to.” Using AI should always be balanced with human considerations and decision-making.

Laurens views AI and data as tools that can support HR, but he remains cautious: “When it comes to data and AI, HR should be the gauge that provides information. But I’m not convinced that AI will always provide the answer. AI can offer valuable context, but it must also remain human.” This underscores the need for careful technology integration, with the human side of work always at the forefront.

Toon from Move 37 adds nuance: “We see many HR teams making significant efforts to get the basics of HR data right. This involves gaining better control of data, measuring and reporting the right things, and automating operational processes as much as possible to support decisions. Until the basics are in place, the move toward AI and more complex analytics isn’t straightforward. You have to learn to walk before you can run.”

Conclusion: The Balance of Autonomy, Leadership, and Technology

In the modern work environment, autonomy, leadership, and technology are closely intertwined. Organizations must strive for a balance between autonomy and control, performance and wellbeing, and technology and humanity. This requires a new perspective on leadership, with coaching and people management at its core. Ready to shape your HR strategy for 2025?

‍