Three steps to create a positive workplace wellbeing culture
A significant 90 per cent of organisations globally revealed that improving workforce health and productivity was central to their overall health strategy (Global Benefits Attitudes Survey (GBAS) 2018).
So how do organisations create a positive wellbeing culture in the workplace?
1. Understand the employee population
Employers who understand their employees’ health risks are more likely to succeed in creating a positive wellbeing culture that works both on an individual basis, and is aligned with business objectives. Getting to know employees and understanding their attitudes, behaviours and needs is essential to creating a strategy that works.
Maintaining a detailed absence record can help to identify any trends making it easier to tackle underlying issues. These may reveal that sickness absence is more prevalent in some areas of the business than others, or deliver a picture showing that peak work periods coincide with heightened absence levels, which could be related to increased stress.
Training line managers to spot the signs when the wellbeing of colleagues is potentially being undermined, and creating strategies for early intervention, can prevent matters from escalating.
Two-way communication is key to creating an open culture, empowering employees and building a relationship of trust with employers. Educating the workforce on topics such as mental health in the workplace within confidential, non-judgemental environments, such as group workshops, can remove any associated stigma.
Openly talking about these issues can change negative attitudes over time by removing barriers and facilitating internal support networks. Employees largely prefer to manage health problems alone (according to 71 per cent of GBAS research participants) which can lead to feelings of isolation and of being overwhelmed.
Hosting group workshops to encourage conversations around issues relating to stress and overall wellbeing can provide individuals with the tools to cope – without unnecessary intrusion.
2. Give employees a voice
Enabling employees to share their views and feedback can cultivate a positive culture of inclusion, empowerment and a strong sense of being valued. By involving workers and allowing them to have a say in their work environment enhances feelings of goodwill and trust towards the employer.
Providing multi-faceted channels for idea generation and feedback forums can enrich the work environment and enhance creativity and wellbeing. Employees’ sense of personal responsibility, accountability and loyalty can grow within cultures where consistent two-way communication is encouraged and promoted.
Giving employees a voice can break down barriers providing valuable insights into motivating factors and closing the gap between employers and their workforce. The GBAS exposed a disparity between employers and their employees in relation to views on health.
Organisations placed work/life balance as the top source of stress however, employees disagreed emphasising adequate pay, resources, an effective work environment and clear priorities as key to their health and wellbeing.
Regular two-way communication, utilising different methods, will increase internal engagement levels reaching employees at all levels while fostering a culture of being valued.
3. Walk the talk
It is vital for employers to walk the talk in order to harness the full potential of their workforce. Delivering tangible rewards to recognise and reward employees on a consistent basis will deliver a long term culture of positive health and wellbeing.
Senior stakeholders and line managers should be encouraged to act as role models to demonstrate business values and remove any associated stigmas. Presenteeism is an issue for many employers and can cost businesses significantly more than sickness absence if not tackled.
Modelling healthy behaviours, such as line managers being seen to stay off work during periods of illness, can prevent negative attitudes towards sick absence.
Flexible working can be a real benefit to employees on a personal level and can improve overall business performance if approached in the right way. Creating an environment of trust between employer and employee and facilitating remote working for example, can enhance loyalty and motivation levels.
Flexible working doesn’t have to be solely the domain of employees with children however. Giving workers the opportunity to deliver their job on a flexible basis allows time to enjoy hobbies and leisure time to optimise performance and good health.
Listening to employees’ views and feedback should be followed by timely responses and tangible action to demonstrate that contributions are being heard.
This article was provided by Willis Towers Watson.
In partnership with WTW
WTW is a leading global advisory, broking and solutions company.
