Creating a Culture of Care: Why Wellbeing Matters at Every Level
In this feature, we speak with Laura Pierce, Chief People Officer, about the importance of embedding wellbeing into workplace culture. From small to large organisations, Laura shares practical advice on how to create environments where people feel supported, valued, and empowered to thrive – even when resources are limited.
What are three key things organisations should consider when trying to build a positive culture, especially if they don’t have a dedicated people team?
Even without a formal people team, culture is shaped every single day through leadership behaviours and the employee experience. Three things matter most:
Clarity of purpose and values: Be explicit about what you stand for, how you work, and what behaviours you expect. Consistency is more powerful than complexity.
Open Communication: Create channels where people feel safe to share ideas, raise concerns, and see that their feedback is meaningfully considered as part of how we improve.
Fair and simple people practices: Even basic approaches to feedback, recognition, and growth opportunities send strong signals about what matters. Getting the fundamentals right often matters more than sophisticated programmes.
What role does recognition and appreciation play in shaping a healthy workplace culture?
Recognition is one of the most powerful cultureshaping tools we have. When people feel seen and
appreciated, they bring more energy, creativity, and commitment to their work. Recognition doesn’t have to be grand, a timely “thank you,” celebrating small wins, or shining a light on someone’s effort reinforces the behaviours and values you want to see across the organisation. Appreciation fuels belonging, and belonging fuels performance.
What advice would you give to leaders who want to create a more inclusive and supportive culture but aren’t sure where to start?
Start by listening deeply. Ask your people what helps them feel included, supported, and able to do their best work. Don’t assume you know. Then commit to one or two tangible actions and follow through; consistency builds trust more than big promises. Finally, model vulnerability: admit when you don’t have the answers, be open to learning, and invite others to shape the journey with you. Inclusion starts with humility.
"The challenge for leaders will be to balance scalability with humanity and using technology to enhance, not replace, the human connection that makes culture thrive."
Can you share an example of a small change that had a big impact on employee wellbeing or engagement?
Two key things come to mind:
- Start 1:1s by asking a simple wellbeing question like “How are you doing this week?” before jumping into tasks. It seems minor, but it shifts the quality of conversations. Employees felt genuinely seen and supported, and managers built deeper trust with their teams. That small adjustment helps boost engagement and overall wellbeing.
- Introducing a “walking meetings” option for catchups, encouraging people to step away from their desks and get some fresh air while talking. It costs nothing, but it boosts energy, sparks more creative conversations, and gives employees a healthier way to connect. Over time, it becomes a small cultural shift that reinforces a focus on wellbeing.
Looking ahead, what trends or challenges do you see influencing how organisations approach wellbeing and employee engagement?
There are three trends/challenges that come to mind:
Flexibility as a baseline. People expect a choice how, when, and where they work. Organisations that offer genuine flexibility will win both talent and loyalty.
Focus on mental health and resilience. Wellbeing programmes can’t just be perks; they must be woven into workload design, leadership behaviours, and psychological safety.
Technology and personalisation. As AI and data become more embedded, we’ll be able to tailor employee experiences, development, and wellbeing support in ways that feel personal rather than onesize-fits-all.
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