“How do we get more line managers with emotional intelligence? How do we make people feel they can work flexibly without feeling threatened? How do we get rid of the long-hours culture? How do we control emails?” These questions were raised by Sir Cary Cooper, professor of organisational psychology and health at Manchester Business School.
Investing in workplace culture can deliver tangible returns, such as increased resilience, better employee engagement, reduced sickness absence and higher performance and productivity.
Estimates for return on investment vary due to different approaches taken towards delivering wellbeing support. Differences also reflects varying workforce demographics. That’s why one size doesn’t fit all when it comes to creating a culture which fosters preventative and proactive healthcare in the workplace.
The Chartered Institute of Personnel and Development (CIPD) says: “Wellbeing initiatives often fall short of their potential because they stand alone, isolated from the everyday business. To gain real benefit, employee wellbeing priorities must be integrated throughout an organisation, embedded in its culture, leadership, and people management.”
What does an effective approach to workplace wellbeing look like?
Caroline Wood, head of behavioural insights and research at Bupa Global and UK, explains: “Studies show that simply providing information and advice on healthier lifestyles is not enough. Buy-in from senior teams, support from line managers and strong employee engagement are all needed to deliver effective workplace wellbeing.”
There are seven key domains to consider according to the CIPD:
- Health
Physical and mental health as well as physical safety and safe working practices. Health checks, occupational health support, employee assistance programmes, risk assessments and stress management. - Good lifestyle choices
Promote physical activity and healthy eating with initiatives such as lunchtime exercise offerings and healthy menu choices in the canteen. - Collective and Social
Teamworking, management styles, communication, and employee involvement in decision-making. - Good work
Key pillars include effective line management, pay and reward, workloads, job design, and change management. - Values and Principles
Inclusion and diversity, governance, and values-based leadership. - Financial wellbeing
Fair pay and benefits, retirement planning and employee assistance programmes around financial management and debt counselling. - Personal growth
Training and development opportunities.
Achieving behaviour change can be a challenge
Bupa’s Behavioural Insights can support businesses by showing how the latest evidence and workplace metrics can be used to shape tailored wellbeing strategies that work.
For instance, the way support is delivered and signposted will play a big part in the success, or failure, of any strategy to promote and support wellbeing. Studies show that leading by example is helpful. However, employees are often sceptical of top-down interventions and tend to prefer peer-to-peer programmes.
Wood concludes, “Bupa can provide the support and resources to start those conversations and help organisations to ensure their approach to workplace wellbeing builds healthier, happier teams and delivers a real return on investment.”
For more information about how businesses can anticipate the challenges and opportunities that are shaping the future of workplace health and wellbeing, visit Health Horizons.
