SBC News Voice of the Sports Betting Industry
In a rapidly changing global environment, employers must steer a course of navigating continuous transformations to build and maintain a resilient workforce and corporate culture.
Those are the thoughts of Nataliia Polishchuk, Head of Total Rewards at Growe, who spoke to SBC News to examine all things employee well-being, as well as the critical role that learning and development can play in nurturing positivity.
In addition to looking at what exactly effective well-being comprises and means to the company itself, she elaborates on critical issues of eradicating bad practices, what advice would be offered to employers in fostering a thriving culture and what needs to be in place to help employees grow.
SBC News: To begin, could you talk us through exactly what employee well-being means to Growe?
Nataliia Polishchuk: In the dynamic iGaming industry, we at Growe continually adapt to rapid changes, seizing every opportunity to foster growth.
However, we recognise that now is the time to pause, take a step back, and truly assess where we are as a company. This moment of reflection and recalibration is essential for our long-term success.
That’s why employee well-being has become our number one priority this year. As we shift from rapid growth to a more sustainable phase, we focus on ensuring our people feel supported, balanced, and empowered.
We believe that a strong foundation of well-being is not just beneficial for our employees – it is essential for driving innovation, engagement, and long-term success.
SBCN: What precisely would you identify that employee wellbeing refers to, and what should an employer focus on regarding this?
NP: Employee well-being refers to the overall quality of an employee’s experience at work, encompassing their physical, mental, financial, and social health.
Prioritising employee well-being is not just about doing the right thing – it’s a strategic business decision. A workforce that is physically healthy, mentally strong, financially secure, and socially connected leads to:
- Higher productivity and innovation.
- Lower absenteeism and turnover.
- Stronger employer brand and talent attraction.
- Increased job satisfaction and workplace morale.
In general, when employees feel supported in all aspects of their well-being, they are more engaged, motivated, and committed to their work. This creates a ripple effect throughout the organisation, fostering a culture of resilience, collaboration, and continuous growth.
Moreover, in an increasingly competitive talent market, companies known for strong well-being initiatives attract top professionals who seek workplaces that genuinely care about their people.
SBCN: What schemes/initiatives does the company have in place to ensure that each employee feels valued and that they’re mental, physical, emotional, and economic health is looked after?
NP: At Growe, we have developed a comprehensive well-being strategy for 2025, built around four key pillars: mental, physical, financial, and social well-being. Within each pillar, we have implemented targeted initiatives to provide employees with the resources, flexibility, and opportunities they need to stay healthy, engaged, and fulfilled:
- Mental well-being – burnout prevention programs, stress management training, mindfulness practices, and flexible work arrangements.
- Physical well-being – fitness activities, wellness challenges, webinars on healthy nutrition, and healthy snacks available in our offices.
- Social well-being – regular team engagement events, support for employees’ loved ones, interest-based clubs, and networking opportunities.
- Financial well-being – programs focused on smart personal budget planning, savings, and investments, helping employees build long-term financial stability.
Of course, this is not an exhaustive list of all the activities we have planned for our employees – I won’t reveal all the surprises just yet! But we believe that these four core pillars fully address our employees’ well-being needs, creating a balanced and supportive work environment.
SBCN: On the flip side of this, are there any bad practices that you have witnessed or experienced that have no place in a work environment?
NP: Absolutely. Some workplace practices can severely impact employee well-being and engagement, such as:
- Overworking & ignoring burnout – expecting constant availability and rewarding long hours instead of efficiency leads to exhaustion and disengagement.
- Lack of psychological safety – toxic management, micromanagement, and discouraging open feedback create stress and hinder innovation.
- Performative well-being initiatives – offering perks without addressing real workload issues makes well-being efforts ineffective.
- Unclear compensation & career growth – lack of pay transparency and development opportunities leads to frustration and turnover.
At Growe, we actively avoid these pitfalls, ensuring a culture of trust, fairness, and sustainable well-being where employees thrive.
SBCN: Regarding the entire headline topic of employee wellbeing, what advice would you give to employers to ensure a safe and happy workplace is being enjoyed by all?
NP: The first thing I would advise employers is to actively listen to their employees. Understanding what employees truly need is crucial. Regular surveys and one-on-one check-ins help identify real challenges.
For example, if employees are overwhelmed with workload, a fitness program won’t help – reducing stress and improving workload management should come first to ensure well-being initiatives are effective.
The second piece of advice is to ensure leadership leads by example. Well-being shouldn’t be an HR initiative alone; managers must prioritise their work-life balance, recognise burnout, and foster a supportive culture where employees feel safe taking care of themselves.
Lastly, well-being must be embedded in the company’s core strategy, not treated as an extra perk. This means offering flexible work, fair compensation, career growth opportunities, and a work culture that genuinely supports health and balance.
When well-being is employee-driven, championed by leadership, and deeply integrated into company operations, it creates a healthier, more engaged, and resilient workforce.
SBCN: What needs to be in place to enable employees to adapt, grow and thrive, while also remaining aligned with organisational goals?
NP: A well-being program should be fully integrated into the company culture, reflecting itself in every aspect of the organisational structure and at all levels of management.
It shouldn’t exist as a standalone initiative but rather be embedded in daily operations, leadership practices, and decision-making processes.
When well-being is prioritised at every level – from top executives to team leads — it becomes a natural part of how the organisation functions, ensuring employees feel genuinely supported, valued, and empowered to thrive.
