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Workplace Wellbeing Strategy

What is a workplace wellbeing strategy?

It’s essential that workplaces are committed to improving the quality of working life for their staff by providing a healthy working environment.

The length of time individuals spend at work justifies the importance of promoting health and wellbeing in the workplace, and having a well-defined wellbeing strategy can have positive outcomes both for employees and the employers.

Studies have shown there is a correlation between the psychological wellbeing of employees and positive organisational outcomes, such as reduced levels of sickness absence and enhanced productivity and performance.

Through integrating wellbeing in all work activities and practices, a positive environment can be created that is compatible with promoting staff engagement, performance and achievement.

 

The Chartered Institute of Personnel and Development (CIPD) defines wellbeing as:

“Creating an environment to promote a state of contentment which allows an employee to flourish and achieve their full potential for the benefit of themselves and their organisation.” – CIPD 2016

A wellbeing strategy should bring together any initiatives already in place within the organisation for supporting and maximising the health and wellbeing of staff.

Through the co-ordination of current wellbeing activities and the identification of further opportunities, an action plan can be established that consolidates existing work and achieves additional progress.

Vision

A wellbeing strategy should ensure that:

  • There is clear leadership and management in relation to wellbeing;
  • There is clear and consistent communication to ensure optimal awareness, active engagement of all stakeholders and effective partnerships;
  • Existing resources are utilised to optimise the delivery of the strategy;
  • Actions lead to long-term, sustainable improvements in the health and wellbeing of all employees.

Aims and objectives

The strategy should aim to demonstrate a commitment to employee wellbeing that creates:

  • An environment where employee wellbeing is integrated into everyday work practices;
  • An environment and culture that mirrors organisational values;
  • An environment that recognises skills and encourages personal development;
  • An environment that is compatible with promoting staff engagement, performance and achievement.

A wellbeing strategy’s objectives should be to bring together all those with a role to play in relation to the health and wellbeing of the organisation’s employee population.

Responsibilities

Once the strategy has been agreed it’s essential that it is shared with all employees and leaders to increase understanding and achieve optimal buy-in. Clear responsibilities need to be defined for all roles within the organisation so that everyone is aware of the role they play in the successful implementation and execution of the wellbeing strategy.

Senior Management Team is responsible for:

  • Accountability of the organisation’s health, behaviour and performance;
  • Providing a safe and healthy environment for all employees at work;
  • Implementing safe systems of work to safeguard employees’ health and wellbeing;
  • Allocation of resources and budget to support the wellbeing strategy;
  • Leading by example.

Managers are responsible for:

  • Engaging with employees to promote and enhance employee health and wellbeing;
  • Risk-assessing work stress and implementing necessary control measures to prevent harmful stress and consider the necessary support mechanisms at work;
  • Effective recruitment, staff development and training;
  • Supporting staff through a changing and challenging economic climate – enhancing coping capacity and developing a more flexible/agile work environment;
  • Recognising work stress amongst staff and offering necessary support/control measures;
  • Implementing and monitoring workload in relation to health and work;
  • Implementing effective return-to-work policies following staff illness/absence from work.

Employees are responsible for:

  • Engaging with management to work together to enhance employee wellbeing;
  • Reporting stress and ill health to management as early as possible;
  • Respond to and participate in training and development opportunities;
  • Provide timely and constructive feedback.

Determine KPIs

It’s important that Key Performance Indicators (KPIs) are established and reviewed so that a return on investments can be identified. Data should be collected before the implementation of the wellbeing strategy and a review of comparable data (year-on-year) can then be conducted.

This data could include:

  • Sickness absence data and reasons for absence
  • Staff turnover/retention
  • Dignity at Work cases
  • Flexible working requests
  • Introduction of new wellbeing initiatives
  • Engagement analysis as an indicator of organisational wellbeing
  • Reviewing relevant data, including stress, support services referrals etc.
  • Number of employees trained in wellbeing related training

What does your organisation need to do?

Our free Workplace Wellbeing Questionnaire will help you assess the strengths and weaknesses of your organisation when it comes to wellbeing and quality of working life.

Once you have completed the 10-minute questionnaire, you will be signposted towards useful tools and resources to help you develop and improve your own Workplace Wellbeing Strategy.

Click the button to get started: