As the threat of the COVID-19 pandemic (hopefully) recedes, and more employees begin filing back into their offices, it’s a safe bet that few CFOs are mourning the imminent demise of recent traditions such as virtual social hours and video-enabled trivia games. But maybe they should.

Such customs may turn out to be the kind of practices that companies ought to preserve—both to boost well-being within the workforce and retain the productivity gains achieved during the pandemic. After all, it was by listening to what their employees needed to stay productive that many CFOs positioned their businesses to thrive post-pandemic.

It is also why employee well-being is quickly rising on the CFO agenda, as companies welcome back a workforce that now demands a focus on physical and mental health as well as safety.

CFOs won’t easily find a ready blueprint for reframing an organization around such values as individual health, flexibility, and autonomy, while adding mentoring and coaching to their own duties. But in this edition of CFO Insights, we’ll examine one new approach, as well as how CFOs can foster a culture of well-being and evaluate the return on investments made in it. In addition, we’ll discuss how a shift in priorities may require CFOs to assume an additional role: chief culture officer.

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