Good workplace wellbeing is known to improve productivity and performance, attraction and retention, the employer brand and customer satisfaction levels. That's why our Wellbeing Culture Programme is designed to help organisations better understand and improve wellbeing for the benefit of employees and the business.
The Great Place to Work® Wellbeing Model
Our Wellbeing Model focuses on six key areas, or dimensions, that together constitute 'wellbeing'. Think of these six areas as cogs; distinct in themselves but also strongly inter-connected. Together they turn smoothly but if any cog is out of kilter, it will not only impact adjoining cogs but risks hampering the whole mechanism. For example, dimensions such as Work Environment, Financial Security and Mental and Physical Health are interdependent and mutually reinforcing; these could also be considered as fundamental or 'hygiene factors'. Other dimensions, particularly Fulfilment, are more intangible; they are not necessarily critical, but can bring the most value if correctly addressed.
The six dimensions are:
1. Work environment: This relates largely to the infrastructure, equipment and levels of safety in the workplace, both physical and psychological/social.
2. Mental and physical health: As musculoskeletal ('bad backs') and mental health problems represent two significant work-related health issues, encouraging healthy behaviours and lifestyles – physically and psychologically - can help avoid the large cost of absenteeism, turnover and reduced productivity.
3. Financial security: This is the peace of mind employees have when they are not worried about losing their jobs and/or their income not being enough to cover their outgoings. It also refers to employees having enough money saved to cover for contingencies, emergencies and their future financial objectives.
4. Interpersonal relationships: This about the need to feel connected to and cared about by others. This is very much linked to internal communications within the organisation, co-operation and teamwork and all the internal relationships that employees form with close colleagues, and indeed their line managers.
5. Work-life balance: This is about empowering employees to fit their working lives around around their personal lives through a range of work practices and policies. This means respecting employees by eliminating any potential intrusion of work into their private lives such as emailing outside working hours – and expecting a response.
6. Fulfilment (Autonomy, Meaning and Personal Growth): Feeling that their jobs have deeper meaning is essential for employees' long-term fulfilment. Increasingly, people can 'construct' their jobs to maximise meaning, including how to approach and perform their day-to-day work and how to get involved in business-related aspects they enjoy. Meaningfulness can also be found through CSR activity, company values and career development, allowing a deeper sense of gratification to be experienced at work.
Focusing on the six dimensions of the Wellbeing Model, the ACTION Wellbeing Culture Programme comprises these eight steps:
1. Kick-off meeting
2. Initial diagnostics: Pulse survey and high level results reporting provides an initial baseline from which to measure improvements.
3. Results facilitation: Workshop with senior leaders to understand the levels of Wellbeing in the organisation and agree on priority areas for action. We use advanced research techniques to uncover key areas of opportunity.
4. Employee involvement: Employee focus groups/manager interviews to gain additional insights and feedback to complement and validate survey results, inform training sessions and potential actions. More importantly, it helps ensure full empowerment, early commitment and participation of employees and managers in the Wellbeing Culture Programme.
5. Action planning session: Kick-off workshop with key stakeholders to discuss the 12-18 month roll-out strategy for the overall Programme and specific priority areas for action.
6. Implementation of tailored interventions: Tailored training sessions/awareness workshops to improve the agreed priority areas for action. These include Best People Practices from our Best Workplaces™ in the UK and around the world and could also involve group or one-to-one coaching and mentoring.
7. Monitoring: Follow up sessions with managers allocated to the project to ensure all interventions are being implemented according to plan throughout the year.
8. Impact Evaluation: Follow-up pulse survey to be applied to a representative sample of employees to evaluate the impact of interventions. A second results facilitation session is held with senior leaders to measure progress since the first pulse survey and decide on corrective or new actions to ensure the continuous improvement circle can continue.
Creating a sustainable Culture of Wellbeing that continuously improves and evolves not only benefits employees but the business as a whole. With ACTION's Wellbeing Culture Programme we can help you understand your organisation's wellbeing in a holistic way, how it compares to other organisations and where potential gaps may be. We can help identify opportunities for improving the employee experience and how best to deliver those improvements. And we can ensure the commitment and support of the whole organisation to make their workplace a healthier, safer and happier place, where people will feel valued and able to maximise their full potential.