Sky's Sophie Robson Reveals How Industry Leaders Are Reshaping Workplace Wellbeing 

Workplace dynamics are changing, and companies are trying to create inclusive environments that put employee wellbeing first. Sophie Robson, Group Head of Diversity, Wellbeing & Inclusion Solutions at Sky, shared insights on how the media company is tackling these challenges at the CONNECT HR UK Autumn 2024 event. In an exclusive follow-up interview, Robson elaborated on Sky’s holistic approach to employee care, offering a deeper dive into the strategies discussed during her panel presentation on proactive approaches to mental health and inclusive wellness. 

The Interplay of Inclusion and Belonging 

Sky recognises that inclusion and belonging are connected but different. Robson says, “Including someone means letting them fully contribute and feel valued. But how can that happen if they don’t feel they belong?” 

Leaders might try to be inclusive, but other factors can affect an employee’s sense of belonging. For example, representation matters. “Someone might be included, but they might not feel they fit in if they don’t see themselves reflected,” Robson notes. 

This raises questions about inclusion. Is it an action or a feeling? Can you have true inclusion without addressing what influences belonging? Robson suggests that while good leadership is important, “Everyone needs to play a part.” 

Mental Health: A Personalised Approach 

Since the pandemic and the shift to hybrid work, mental health has become a big topic in workplaces. Sky’s strategy focuses on financial, mental, and physical wellbeing. Robson’s team works on creating a culture that supports mental health. 

“We focus on psychological safety, leadership, and self-care,” Robson explains. This approach recognises that everyone’s wellbeing needs are different. What works for one person might not work for another. 

For example, setting boundaries between work and home might work for some, but not for others. “We have different types of workers at Sky. Call centre employees, for instance, can’t control their schedules the same way,” Robson points out. In these cases, they focus on managing energy and improving productivity within existing limits. 

The move to hybrid work has brought both opportunities and challenges. Robson talks about how the relationship between employers and employees changed during the pandemic: “We were constantly checking in, asking ‘Are you OK? How are you feeling?’ We really focused on wellbeing.” 

But as companies adjust to post-pandemic life, finding the right balance is tricky. Robson warns against one-size-fits-all approaches: “If you don’t consider individual differences in your hybrid policy, people feel like the culture doesn’t reflect their needs.” 

The key, according to Robson, is personalisation and flexibility. Strict, blanket policies can undo the trust and care built during the pandemic. 

Supporting Middle Managers: A Tricky Balance 

Middle managers are in a tough spot, caught between their team’s wellbeing needs and performance pressures. Sky initially tried to address this through resilience training for managers, aiming to help them understand how their behaviours impact their teams. For instance, if a manager works long hours but tells their team they don’t have to, it still sends a message about what’s expected for success. 

However, this well-intentioned effort had unexpected results. “It was meant to help, but for some it had the opposite effect,” Robson admits. “Leaders were telling us that where they’d come to recognise their own struggles, dwelling on the impact on their teams only made them feel guilty.” 

This experience led to an important realisation: managers need to be treated as employees first. Robson compares it to putting on your own oxygen mask before helping others on a plane. Sky’s new approach focuses on helping managers understand and manage their own wellbeing before supporting their teams. 

Embracing Diversity in the Workplace 

Sky’s approach to diversity and inclusion goes beyond traditional categories. Robson emphasises the importance of recognising different aspects of employee identity and experience. 

“We need to understand that different generations might have different expectations and boundaries at work,” Robson notes. This understanding shapes Sky’s flexible workplace policies and support systems. 

The company is also focusing more on financial wellbeing. Recognising that money stress can greatly affect mental health and overall wellbeing, Sky is creating targeted support for this often-overlooked area. 

Proactive Wellbeing Support 

Sky tries to anticipate wellbeing challenges across different departments and roles. Robson explains, “We need to know where wellbeing is likely to suffer and how we can help.” This approach aims to provide support when and where it’s most needed, recognising that different areas of the business face unique pressures at different times. 

By acknowledging that wellbeing needs can change, Sky works to connect employees with the right information and support at the right time. This is especially important during high-stress periods, like restructuring, which Robson notes can be “particularly hard on mental health.” 

Conclusion 

Sky’s approach to inclusive wellbeing offers lessons for other companies dealing with modern workplace challenges. Robson’s insights show that flexibility, authenticity, and willingness to adapt are key. These principles can help build inclusive and thriving organisations. For those interested in further exploring these topics and gaining more insights from industry leaders, the upcoming CONNECT HR UK Spring 2025 event provides an opportunity to join future discussions on workplace practices. 

Zihan Lyu Zihan Lyu is the content coordinator for HRD Connect. She is responsible for the creation, editing and commissioning of content across the HRD Connect platform.

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