When productivity masks pressure, even high-performing teams suffer in silence. But it doesn’t have to be that way.

Anna entered the room with a confident smile and her presentation ready. Monthly team meeting. Everything under control — or so it seemed.

John, once vocal, now sat in silence. Louise clicked through screens, blinking between Slack, email, and WhatsApp. Marco showed up sick, again — better to be present than questioned.

“Why does everyone seem off,” Ana thought, “if we take such good care of our people?” Fruit in the lounge. Meditation room. Stretching breaks.

Still, something didn’t add up. Are we selling wellness — but delivering silent pressure?

💡 When the message doesn’t match the reality

That tension has a name: wellwashing. It happens when companies promote wellness on the surface — but neglect its structure at the core.

How to spot wellwashing?

• Leadership rewards availability, not balance

• Mental health is in the branding, not in the metrics

• Initiatives exist — but don’t address root causes

🧠 The rise of modern workplace syndromes

Beyond the well-known burnout, new patterns are emerging:

• Brown-out — disengagement caused by lack of meaning

• Zoom fatigue — cognitive exhaustion from nonstop digital meetings

• Hyperconnectivity — inability to disconnect from work

• Presenteeism — showing up sick or emotionally depleted out of fear

📉 While these aren’t yet formally recognized by the ILO or WHO, both institutions warn of a surge in work-related anxiety, depression and stress — often with similar symptoms.

As research expands and pressure grows, new classifications will likely follow. But we don’t need to wait to act.

🌍 Why caring isn’t optional — and where Skillocity steps in

📊 According to HBR, companies that invest in real well-being:

✔️ Reduce turnover by 40%

✔️ Increase productivity by 21%

✔️ Strengthen internal culture and employer brand

When Anna brought in Skillocity, the issue became clear: The company had wellness perks — but not wellness leadership.

With the support of diagnostics, training, and a fresh look at the team’s reality, conversations started to shift. Not overnight. But gradually.

More clarity in roles. More respect for limits. And more genuine presence — in meetings, in interactions, in people.

Today, Anna still tracks KPIs. But she also tracks something new: how people feel showing up to work.

Because real ESG doesn’t happen despite the people — It starts with them