Employee motivation and well-being – one of the key organizational priorities

Studies by the World Economic Forum and Deloitte show that more than half of employees regularly experience stress or burnout. At the same time, managers often assess the situation more optimistically—research indicates that a significant proportion of organizational leaders believe employee well-being is improving, even though employees’ experiences do not always confirm this.

Research by the McKinsey Health Institute emphasizes that employees’ overall health—physical, mental, and social—is directly linked to organizational performance, noting that investments in employee well-being can generate significant economic value on a global scale. At the same time, studies increasingly highlight that well-being is not created solely through individual initiatives or programs; it is largely influenced by organizational culture, the work environment, leadership style, and the quality of work organization.

Recent trends also show that a sense of belonging, team relationships, and the attitude of direct managers are playing an increasingly important role in employee motivation. PwC’s Baltic Human Capital Survey indicates that most employees consider an inclusive work environment to be a key factor when choosing an employer; however, not all employees feel valued and engaged in practice within their organizations.

Additional challenges are posed by changes in the labor market. The World Economic Forum forecasts that the number of non-office roles will grow most rapidly, meaning that organizations will increasingly need to find new ways to strengthen motivation and well-being across different employee segments.

Considering these trends, employee motivation and well-being are becoming one of the most significant human resource management challenges in Latvia as well.

It was precisely in the context of these current challenges that ASTRAL Executive Search organized an HR Experience Sharing Morning, bringing together human resource management professionals to discuss how to foster employee motivation and well-being in practice. The event offered participants the opportunity to hear real-life experience stories, discuss challenges, and share solutions that are already being implemented within organizations.

During the event, valuable insights and conclusions were gained, grounded not only in theory but directly in everyday workplace practice.

Employees who work outside the office environment are often the group that is most difficult to reach through traditional motivation and engagement initiatives, even though they frequently form the backbone of an organization’s operations. Their motivation and well-being are largely linked to very practical aspects of everyday work—such as occupational safety, work organization, the working environment, the quality of equipment, and the attitude of their direct managers. Importantly, for these employees, motivation is often influenced more by how safe, clear, and predictable their work is, rather than by the traditional benefits typically associated with office-based environments.

Employee well-being is not created through a single initiative, but rather through many interconnected elements—like pieces of a puzzle that together shape the overall employee experience within an organization. At the same time, it is important to recognize that different well-being initiatives may work differently for different employee groups. While office-based employees often respond positively to social activities, sports events, or interest clubs, such approaches are not always motivating for those in non-office roles.

For employees whose daily work is already physically demanding, such as in manufacturing or the transport sector, greater importance is often placed on the quality of working conditions, work organization, safety, stability, and clear communication with management, rather than on additional activities outside of work or joint events with office staff. Therefore, it is crucial for organizations to carefully assess the format and content of initiatives to ensure they are accessible, convenient, and engaging for the specific employee group. In such cases, informal, family-friendly, or rest-oriented activities tend to generate more positive feedback than initiatives that require additional physical effort or competition, such as sports games. This approach helps ensure that employee events become an opportunity to restore energy, strengthen team spirit, and build a positive connection with the organization.

There is often a stereotype that development opportunities are more relevant for office-based roles. In practice, however, employees in hands-on or practical professions also highly value the chance to expand their skills and professional competencies. For example, in the transport sector, employees appreciate opportunities to acquire additional vehicle categories, which can open doors to professional growth or new job responsibilities. Similarly, in manufacturing or technical roles, employees respond positively to qualification programs, learning new technologies, and opportunities to develop into more specialized or responsible positions.

Professional development opportunities not only strengthen employees’ competencies but also enhance motivation, as employees gain a clearer perspective on career progression and long-term growth opportunities within the organization. It is important to note, however, that this factor tends to be especially significant for office-based employees in terms of motivation and well-being.

Special attention should also be given to workplace conditions and safety, which are often among the most important elements of well-being for non-office employees. Investments in occupational safety, technology, infrastructure, and work equipment significantly impact not only employee well-being but also work efficiency and the organization’s reputation. Improvements to the work environment—ranging from safety systems and ergonomics to modern equipment and process automation—enhance both employee safety and motivation.

It is also essential to place importance on using data to better understand employees. Measuring employee satisfaction and engagement helps organizations gain a clearer understanding of employee needs, identify strengths, and detect areas requiring improvement in a timely manner. Such data also enables organizations to spot early risks, such as challenges in collaboration or communication, and make more informed decisions regarding future initiatives.

In summary, employee motivation and well-being—especially in non-office roles—are not merely an HR initiative but a shared responsibility across the entire organization. Long-term results can be achieved when the employee experience is intentionally and consistently shaped, from leadership attitudes and organizational values to the practical working conditions that affect employees’ daily lives.

References

World Economic Forum (2025), The Future of Jobs Report 2025.

World Economic Forum (2025), What companies can do to improve workplace wellbeing – and why it matters.

World Economic Forum (2023), These charts show workplace well-being is getting worse.

McKinsey Health Institute (2025), Thriving workplaces: How employers can improve productivity and change lives.

Deloitte (2023), Workplace Well-Being Research.

Deloitte (2024), The Workforce Well-Being Imperative.

PwC (2025), Baltic Human Capital and Work Environment Survey.