Wellbeing Strategy - Tick Box or Value Add?
Martin Nicholson focuses on wellbeing and whether businesses really are taking it seriously. Are they seeking to fix or simply ticking it off their to-do lists? Martin discusses how to actually deliver improved wellbeing and with it a greater return for the businesses that take this area seriously.
Since 2020 and the Covid era, wellbeing has finally grown in importance. Businesses are, in general, spending time and money on delivering wellbeing plans and strategies. But please bear with me as I consciously challenge the HR Directors, CPO’s. private equity investors and senior executives in business who think they have this nailed!
Wellbeing is not a determined set of actions that are repeatable year-in year-out, regardless of outcome.
Let me start my justification of this challenging statement with the benefits of wellbeing in an organisation:
Benefits of Wellbeing
When businesses prioritize employee wellbeing, they can experience several positive outcomes, including:
Increased Productivity
Healthy and satisfied employees are more engaged, focused, and efficient in their work.Lower Absenteeism
Wellbeing programmes can reduce the frequency and duration of employee sick leaves.Improved Retention
Employees are more likely to stay with a company that values and supports their wellbeing, reducing turnover rates.Enhanced Reputation
Companies known for their commitment to employee wellbeing attract top talent and enjoy a positive public image.Higher Employee Morale
A focus on wellbeing boosts employee morale and job satisfaction, leading to a more positive and motivated workforce.
Employee wellbeing encompasses physical, mental, emotional, and social health. A holistic approach to wellbeing considers all these dimensions, leading to a healthier, more engaged, and more productive workforce.
Yet when the board asks for a wellbeing strategy, or the CPO gets granted a budget for such a programme to be designed, I feel we push our own needs or thoughts on what the business needs, as opposed to doing some real analysis of the problem. Perhaps because it’s needed immediately, perhaps because we are too scared to find out the real truth, but in most other professions you would be expected to do some market analysis, right? In Marketing, for example, you would talk to the prospective consumers, see how your brand stands out, etc. In most cases I have heard of, wellbeing programme design doesn’t reach out to colleagues/employees/staff and ask them what is wrong, or involve them in how to fix it.
But why not? If we are genuine about improving the wellbeing of our employed staff, then we should find every means to ensure that the programme we design will be used. Surely, unless we show an empathy and desire to make a difference, any such programme will largely be met with contempt? Attendee numbers will not reach ‘sold out’ proportions, interest levels will wane and “I’m too busy to attend” excuses will return. Before we know it, the budget for wellbeing that can show no ROI will be halved.
So if we really want to add value, companies need to integrate wellbeing into their core values and daily operations, and here is how:
1. Employee Involvement
Feedback and Participation: Involve employees in the planning and implementation of wellbeing programmes to ensure they meet their needs and preferences.
Potentially deliver a survey tool to understand the areas staff need help and support with.
Wellbeing Ambassadors: Create roles for employees to champion wellbeing initiatives and encourage peer support.
2. Leadership Commitment
Senior leaders should actively participate in wellbeing programmes and demonstrate a commitment to a healthy work-life balance.
Communicate Importance: Regularly communicate the importance of wellbeing and how it aligns with the company’s mission and values.
3. Holistic Wellbeing Programmes – dependant on the feedback from item 1, the programme needs to touch on all four areas of wellbeing
Physical Health Initiatives: Offer fitness programmes, healthy meal options, and regular health screenings.
Mental Health Support: Provide access to counselling services, stress management workshops, and mental health days.
Work-Life Balance: Encourage flexible working hours, remote work options, and regular breaks to prevent burnout.
Social and Community Engagement: Promote team-building activities, volunteer opportunities, and social events to foster a sense of belonging and community.
4. Training and Development - subject to the outcome of any survey, the following education and training may be very relevant;
Wellbeing Education: Provide training on topics such as stress management, nutrition, and exercise.
Leadership Training: Equip managers with the skills to support their teams’ wellbeing effectively.
5. Measurement and Evaluation
Track Progress: Regularly assess the effectiveness of wellbeing programmes through surveys, health metrics, and employee feedback. Seek other measures to track business impact such as absence (by category) and retention of staff.
Adjust Strategies: Use data to refine and improve wellbeing initiatives continually.
Employee wellbeing should not be treated as a mere compliance requirement or tick box exercise. When viewed and implemented as a value-added strategy, it can significantly enhance employee engagement, productivity, and overall business performance. By committing to a holistic and integrated approach to wellbeing, and involving staff with the design, companies can create a supportive and thriving work environment that benefits both employees and the organisation as a whole.
If you want to find out more about what your wellbeing programme could look like, and how to support your team to be better placed to deliver for your organisation, then please get in touch for a FREE discovery call.
Martin Nicholson is the Managing Consultant at ProAction HR, providing Human Resources Services to SME businesses in Southampton, Winchester and throughout Hampshire and the adjoining counties.
Co-founder of the Winchester-based HR company, Martin and his team support clients across Hampshire and neighbouring counties, providing HR advice, HR consultancy, and HR services. They cover a broad range of HR solutions, from one-off responsive HR support to a full Human Resources service, along with Learning & Development, Training and Change Management.
“Helping organisations to thrive on the value & uniqueness of their people.”
