Repositioning Workplace Wellbeing: HR Roundtable Delhi

What if wellbeing wasn’t just a program—but a performance enabler, a leadership mindset, and a strategic advantage?

That was the central question explored at the HR Leadership Roundtable held in Delhi in May 2025, where leaders gathered to shift the conversation around workplace wellbeing from intention to structured action.

The session opened with a unique body-fullness check-in—a reminder that our minds and bodies are deeply interconnected. What followed was a deeply engaging exchange of experiences, challenges, and actionable strategies to embed wellbeing into the core of organizational functioning.

Shifting Mindsets: From Vulnerability to Value

One of the most powerful moments of the roundtable was when leaders shared personal stories of stress, burnout, and emotional resilience. This vulnerability wasn’t seen as weakness—it was celebrated as a mark of trust and leadership.

“When someone opens up at work, it should be a moment of respect, not risk,” shared one participant.

Building this culture of psychological safety means creating systems where both the sharer and the supporter are respected. Respect isn’t just verbal—it's reflected in body language, tone, and authentic presence. It’s about listening without judgment and responding with empathy.

From Talk to Tactics: Building a Measurable Wellbeing Strategy

The session emphasized that wellbeing can and should be measured. Some powerful ideas discussed:

Quarterly mental health scorecards for each unit or team

Wellbeing as part of a manager’s KRA- 5–10% weightage to be linked to team happiness and engagement

Top-down visibility- wellbeing scores should flow up the hierarchy to keep leadership accountable

Tech-based support- digital resources, forums, and peer circles to facilitate open conversations

Manager capability building- emotional intelligence, active listening, and coaching must be trained skills

Making It Structural, Not Situational

Wellbeing isn’t just about intent. It needs policy, practice, and people-led action. The group recommended:

Leadership buy-in at the board level

Wellbeing champions and ambassadors across functions

Surveys, audits, and forums to design people-led policies

Rewards and recognition for leaders driving this movement

Including voices with lived experience to make advocacy real and relatable

When wellbeing becomes a shared responsibility, not just an HR agenda, it starts to thrive. The roundtable closed with a powerful reflection:

“To practice wellbeing consciously, the intent must be clear, and the systems must support it.”

The Way Forward
The Delhi HR Roundtable reminded us that the future of work will demand more than productivity—it will demand humanity. For wellbeing to become a cultural norm, it must move from the margins to the center of how we lead, manage, and measure success.

Let’s stop asking if wellbeing is important. Let’s start asking how well are we doing it—and what more can we do?