建立信任文化的价值：医疗行业洞察

Insights from thehealthcare sector Executive summary Healthcare workforce wellbeingand productivity challenges Healthcare organizations are operating undersustained workforce pressure, with growingconcerns around burnout, absenteeism,retention and presenteeism. Across the sector,employees frequently continue working whileunwell, often with reduced effectiveness,highlighting the gap between supportprovision and day-to-day employee experience. Building trust through structuredsupport Key findings include: In healthcare environments, where healthcareworkers operate under sustained emotional,physical and operational pressure, consistencyin support is critical. •80–86% of employees reported continuingto work while unwell despite reducedeffectiveness•47% reported leaving a role or takingextended leave due to mental healthchallenges•57% disagreed that employer supporthelps them continue working despitehealth challenges•Mental health and neurodiversity presentthe greatest risks to retention and long-term workforce sustainability•Line managers are consistently trustedmore than HR or senior leadership whendiscussing wellbeing concerns Our healthcare sector research insights showthat confidence plays a critical role indetermining how healthcare workers respondwhen facing health and wellbeing challenges.Employees who feel confident raising concernsand accessing support are more likely toremain engaged, productive and in theworkforce. For healthcare organizations, the findingsreinforce that wellbeing support is not simplyan employee benefit issue; it is directly linkedto workforce resilience, productivity andsustainable care delivery. Structured wellbeing standards can help translate policy intopractice, ensuring employees experience meaningful and reliablesupport. Workplace standards such as ISO 45001 and ISO 45003provide a framework for: Conclusion and insights •Confidence in support is a key driver of workforceretention and engagement in healthcare •psychological safety and open conversations •consistent manager response and accountability •Early intervention prevents escalation and reduceslong-term workforce risk •inclusive workplace adjustments •early identification and intervention •Consistent delivery of support (not just policy) improvestrust and employee confidence ISO 7101 complements ISO 45001 and ISO 45003 by embeddingworkforce wellbeing within a broader healthcare qualitymanagement system, recognizing that staff experience, patientoutcomes, safety and organizational performance arefundamentally interconnected. •Embedding wellbeing standards into day-to-dayoperations helps create psychologically safe andsustainable healthcare workplaces However, a gap remains between awareness and perceived value: For healthcare organizations, strengthening wellbeingstandards is a practical way to build trust and ensuresupport is consistently delivered in practice. •Only 28% are very familiar with workplace standards •72% believe they are valuable This indicates a significant opportunity for healthcare organizationsto improve visibility, communication and implementation, turningstandards into practical tools that build trust and confidence. Insights from theHealthcare Sector Key findings A workforce under sustained strain Healthcare employees face unique pressures, including highworkloads, emotional labour, long shifts and constant servicedemand. These challenges are having a direct impact onwellbeing, engagement and retention across the sector. The data highlights a strong culture of presenteeism. •80% continued working through mental health challenges •86% continued through menopause-related challenges•86% continued through neurodiversity-related challenges While this may maintain short-term operational continuity, itcreates hidden productivity loss and increases long-termworkforce risk. In healthcare environments, reduced wellbeingaffects not only individual performance, but also team resilience,consistency and sustainability of care delivery. Workforce wellbeing directly impacts teamresilience, continuity and consistency of care. The role of confidence The research also shows that trust isrelationship-driven: Confidence determines workforceoutcomes •Line managers are consistently more trustedthan HR or leadership•Confidence drops when employees areuncertain support will lead to action•Gender plays a role in comfort for certaindiscussions (e.g. menopause) Healthcare worker confidence has a directimpact on whether individuals seek support,remain engaged, and continue working withinhealthcare organizations. Where confidence is low, employees are morelikely to: •delay or avoid seeking support•continue working while unwell•experience prolonged absence•disengage from their role•leave the organization altogether. For healthcare organizations, building trustrequires more than policy; it requiresconsistent, empathetic and visible support atthe point of need. Wellbeing and the healthcare