Wellbeing and work are two concepts that are deeply intertwined, each influencing the other in significant ways. While having a job can support our wellbeing, the path to employment is often fraught with challenges that extend beyond the typical resume and interview process.
For many individuals, the first consideration in a job search is not their qualifications but rather childcare. The lack of adequate childcare options has been a major barrier for many workers, particularly highlighted during the pandemic when numerous individuals left the workforce and did not return due to childcare constraints. This issue is not isolated; it impacts the broader public workforce and highlights the need for systemic solutions.
Another significant barrier is transportation. In a car-dependent country like the United States, public transportation systems often fall short of providing reliable access to workplaces. This limitation can prevent potential employees from securing jobs, especially in areas where public transit is sparse or inefficient.
Additionally, financial constraints can hinder job seekers. The cost of appropriate attire and other necessary materials for employment can be prohibitive, particularly for those already struggling financially. These barriers, among others, illustrate that securing a job is far from simple.
Given this month's theme of creating good jobs, it is crucial to approach this issue through a wellbeing lens. How can we support job seekers comprehensively, ensuring they have access to all necessary resources? How can we shift the burden of addressing these ancillary issues from the individual to the system? Should we do that, and what are the consequences if we do not?
Last month, MUS explored program design through a wellbeing lens in our Workforce Wellbeing Under Construction Series. We learned about six design principles that prioritize wellbeing. Reflecting on the challenges and resource gaps that job seekers face, we see an opportunity for the workforce system to rise to the occasion. By stepping into these gaps, we can create sustainable career paths that provide the necessary support for job seekers.
Employers also play a crucial role in this transformation. We can share these insights with employers and challenge them to think beyond traditional frameworks. Embracing holistic benefits such as childcare and transportation can make a significant difference. One thing is certain: continuing with the status quo will perpetuate existing issues and move us further from effective workforce solutions.
By addressing these challenges through a wellbeing lens, we can create a more inclusive and supportive workforce system that benefits everyone. Let us work together to ensure that job seekers have the resources they need to succeed and that employers are equipped to support their employees holistically.
Six Principles of Wellbeing Design as defined by the Full Frame Initiative. 1
- Start with what matters to people: wellbeing. People are hardwired to seek wellbeing in all areas of their life.
- Push against systemic harms concentrated in communities facing the greatest adversity. Shift burdens away from those closest to the problem and onto the system.
- Build on, instead of undermining, social connections and social capital in communities. People belong to families, communities, churches, etc. Build on those connections.
- Build financial security. Focus on career paths, not just jobs, including support in financial literacy.
- Span boundaries. Seek unusual supports.
- Set our default to sustaining transformation beyond a crisis and build on existing community assets.
If you would like to talk further about Wellbeing Design, contact Kellie and keep an eye out for learning labs, Hot Topics, and the next Workforce Wellbeing Under Construction Series.
Landaker 05/08/25
