Measuring the ROI of Wellbeing Programs

The return on investment derived from workers wellness programmes hinges on the specific outcomes your team is assessing. Worker wellness programs often yield a tangible return on investment (ROI) primarily through reductions in healthcare costs and increased productivity resulting from fewer worker sick days. For many companies, calculating the ROI based on these concrete savings figures serves as the primary justification for implementing such programs.

For example, findings from the Ordem dos Psicólogos Portugueses (2023) report, which cited the work of McDaid and A-La Park (2022), reveal that investing in psychological health can yield a return of €5 for every €1 invested. Additionally, research by Chen (2023) suggests that introducing robust mental health support within companies can lead to substantial cost savings, with businesses experiencing an average reduction of €2,000 per person in health plan spending, as well as significant decreases in presenteeism rates and improved worker retention rates. Whether your goal is to maximize profits, reduce healthcare spending, or generally help workers achieve better health, the same principle for calculating ROI applies.  

When assessing corporate wellness programmes, it’s vital to examine various factors such as healthcare spending, staff turnover, talent acquisition, engagement levels, and health indicators. It’s crucial to determine the return on investment (ROI), which involves assessing healthcare cost savings and monitoring absenteeism rates to gauge the programme’s financial impact and its influence on staff health and productivity. Improved productivity, as evidenced by metrics such as sales figures and customer satisfaction ratings, further underscores the value of these initiatives. By comprehensively considering these metrics, organisations can gain a holistic understanding of the effectiveness and benefits of their corporate wellness schemes. 

Employing effective strategies is essential for accurately measuring the return on investment (ROI) of worker wellness programs. Here are key approaches to gauge their impact: 

• Define Clear Objectives: Set specific goals aligned with organisational priorities, such as reducing healthcare costs and improving productivity. 

• Collect Accurate Data: Gather relevant information from sources like health assessments, surveys, and healthcare claims to track metrics like absenteeism and productivity. 

• Quantitative Analysis: Compare pre- and post-program data to assess financial benefits, including reduced healthcare costs and increased productivity. 

• Qualitative Assessment: Use surveys and interviews to understand worker satisfaction and engagement, identifying areas for improvement. 

• Cost Analysis: Evaluate both direct and indirect costs associated with the program to determine its cost-effectiveness. 

• Continuous Evaluation: Regularly monitor key metrics, solicit feedback, and make adjustments to optimize program effectiveness over time. 

Setting clear, measurable goals and leveraging data are essential for effective progress tracking. Soliciting worker feedback ensures program alignment and enhances engagement. Despite these benefits, challenges in ROI measurement persist, including assessing long-term impacts, fostering worker participation, and ensuring data quality. Overcoming these obstacles is crucial for demonstrating the value of wellness programs. By employing robust measurement strategies and addressing inherent challenges, organisations can optimize their initiatives for maximum benefit and long-term success. 

References: 

Chen, C. (2023). There Is A Tangible ROI For Businesses That Invest In Mental Health. Forbes. https://www.forbes.com/sites/forbesbusinesscouncil/2023/10/10/there-is-a-tangible-roi-for-businesses-that-invest-in-mental-health/  

Cherniack, M. (2013). Integrated health programs, health outcomes, and return on investment. Journal of Occupational and Environmental Medicine, 55(12), S38-S45.  

Martini, L. (2023). The ROI of wellbeing: Business case insights from 2,000 HR pros. Hrexecutive. https://hrexecutive.com/the-roi-of-wellbeing-business-case-insights-from-2000-hr-pros/  

Noori, R. (2024). How to Measure Employee Wellness: 7 Metrics to Understand Your ROI. Getbenepass. https://www.getbenepass.com/blog/7-ways-to-measure-roi-for-wellness-programs  

Ordem dos Psicólogos Portugueses. (2023). Prosperidade e Sustentabilidade das Organizações – Relatório do Custo do Stresse e dos Problemas de Saúde Psicológica no Trabalho, em Portugal. Lisboa.  

Preventing Burnout in our Organisations

Worker burnout is a significant concern, particularly during stable periods, and becomes even more pronounced during times of stress. It’s crucial to recognise the signs of burnout, such as decreased productivity and declining emotional and physical health, as they not only affect individuals but also have a negative impact on overall organisational performance and morale. Tackling burnout requires proactive efforts to create a supportive work environment and implement strategies that prioritise worker well-being and resilience. 

Workplace stress and burnout are prevalent issues that affect workers across different organisations, irrespective of management quality or company culture. Even dedicated workers can experience diminished well-being due to personal or workplace stressors. However, there’s hope in the fact that with adequate support from management and addressing the underlying causes of burnout, companies can effectively prevent it among their workers. 

 Here are some straightforward strategies to foster resilience and prevent burnout: 

• Clear expectations: Provide workers with clear job descriptions and reasonable workload expectations. Encourage open communication channels and offer support through feedback to clarify roles. 

• Work-Life balance: Allow for flexible work arrangements such as telecommuting or flexible schedules to help workers manage their personal commitments alongside work responsibilities. 

• Monitoring workload: Regularly assess worker workloads and project progress. Encourage individuals to set boundaries and prioritise tasks to avoid feeling overwhelmed. People should work smarter not harder.  

• Respect boundaries: Establish policies that respect workers’ time outside of work and encourage taking breaks and holidays without fear of negative consequences. 

• Encourage time off: Promote a culture that values downtime and relaxation. Encourage workers to use their vacation time and discourage working excessively outside of regular hours. 

• Provide support: Offer access to mental health resources like counselling and stress management programmes. Create an environment where discussing mental health concerns is encouraged and supported. 

• Encourage physical activity: Advocate for regular breaks and provide access to fitness facilities to promote physical well-being, which can help manage stress effectively.  

• Shared vision: Help workers understand how their work contributes to the organisation’s objectives and mission. Cultivating a sense of purpose can boost motivation and reduce the risk of burnout. 

• Engage in frequent stress and psychosocial risk assessments: Guaranteeing that the organisation is learning to tackle stress and burnout risks better in each evaluation. This not only contributes to learning but also improved social sustainability.  

• Always assess the impact and return on investment on current mental health programs: In most cases organisations need to reassess annually their impact to decide where to invest next year to get the best possible value and return-on-investment.  

Recognising the considerable financial impact of worker burnout on organisations, with estimates indicating healthcare spending ranging from $125 to $190 billion annually. According to Harvard Business Review, as cited in a review by Spring Health, underscores the need for proactive measures. Implementing strategies to address burnout can foster a more supportive and healthier work environment for both people and organisations. Burned-out workers, who are 13% less confident in their performance and 63% more likely to take a sick day, warrant attention. Prioritising the mental and physical well-being of workers promotes loyalty, satisfaction, and long-term commitment, ultimately leading to increased productivity and success for the organisation as a whole. By recognising the importance of addressing burnout and prioritising these efforts, companies can cultivate a thriving workplace culture where both workers and the organisation flourish. 

References: 

Carmichael, A., Dillon, R., Ferraris, E., & King, J. (2023). Supporting resilience and preventing burnout in nonprofits. Mckinsey. https://www.mckinsey.com/industries/social-sector/our-insights/supporting-resilience-and-preventing-burnout-in-nonprofits  

Komolafe, R. (2023). Employee Burnout: Recovery And Prevention. Forbes. https://www.forbes.com/sites/forbesbusinesscouncil/2023/04/13/employee-burnout-recovery-and-prevention/  

Ramahan, A. (2023). How To Mitigate Burnout Within Your Organization. Forbes. https://www.forbes.com/sites/forbesbusinesscouncil/2023/05/12/how-to-mitigate-burnout-within-your-organization/  

Schooley, S. (2023). 10 Ways to Prevent Employee Burnout. Business. https://www.business.com/articles/6-ways-to-prevent-employee-burnout/  

Spring Health (2021). How to Prevent Employee Burnout at Your Organization. Spring Health. https://www.springhealth.com/blog/employee-burnout-management-prevention  

Valcour, M. (2016). Beating Burnout. Hbr. https://hbr.org/2016/11/beating-burnout  

Cultivating Psychological Safety in the Workplace

Psychological safety is a vital component for team success and the cultivation of healthy organisational cultures. Within psychologically safe teams and organisations, individuals are encouraged to express themselves openly without fear, fostering greater collaboration, innovation, and overall well-being. Creating an inclusive environment where people feel valued and safe to voice their opinions, make mistakes, and learn from them, means that individuals are empowered to contribute their ideas and perspectives without fear of judgment or reprisal. This fosters a culture of trust and openness, where team members feel supported in taking risks and exploring new ideas. 

An environment where people feel at ease and believe that the team is a safe place to take risks is paramount to maintain worker engagement. When workers feel comfortable sharing ideas and taking risks, they’re more likely to participate actively and engage fully in their work, otherwise, if workers feel ignored or undervalued, they’ll disengage. To prevent such occurrences some strategies and initiatives can be followed to create a safe environment and it involves proactive measures that foster trust, openness, and inclusivity within the organisation: 

• Effective team communication hinges on leadership and individual actions: Embracing honesty by admitting mistakes and sharing openly fosters trust. Actively listening encourages contributions from all team members. Constructive feedback supports growth, and embracing differences strengthens teamwork. 
• Developing Trust Through Team Building: Trust is essential for psychological safety in teams, facilitating open communication and effective collaboration. Encourage teamwork through activities, celebrate achievements, and promote peer support helping them to develop a deeper appreciation of each other’s strengths and areas for growth. Furthermore, consistent leadership actions and decisions provide clarity for team members, ensuring a reliable framework for their work. 
• Building a Learning-Focused Team Environment: Cultivate a culture of learning within your team by prioritizing continuous growth and development. Value each team member and offer opportunities for improvement, focusing on growth rather than criticism. Encourage skill development through training and mentorship programs. Embrace mistakes as learning opportunities, fostering a supportive environment focused on improvement. Regularly review and update development plans, highlighting the importance of dedication and effort in achieving growth. 

Psychological safety stands as a vital component for personal, team, and organisational advancement and sustainability. Establishing an environment where individuals feel secure to take risks and exchange ideas cultivates collaboration and innovation, thereby enhancing productivity and health outcomes.  

Emphasising psychological safety is pivotal in driving positive transformation within teams and organisations. It serves as the cornerstone for fostering a culture of trust and openness, essential for sustained growth and development. 

References: 

Barnett, G. 8 ways to create psychological safety in the workplace. Predictiveindex. https://www.predictiveindex.com/blog/psychological-safety-in-the-workplace/  

Kaplan, S. Foster Psychological Safety for Workplace Success. Psychologytoday. https://www.psychologytoday.com/us/blog/the-power-of-experience/202308/foster-psychological-safety-for-workplace-success  

Martin, M. (2021, May 28). Fostering Psychological Safety In The Workplace. Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/05/28/fostering-psychological-safety-in-the-workplace/  

Odih, L. (2024, January 8). In Building A Culture Of Psychological Safety, The Micro Matters. Forbes. https://www.forbes.com/sites/forbescoachescouncil/2024/01/08/in-building-a-culture-of-psychological-safety-the-micro-matters/  

Strategic Internal Communication for Organisational Health

Workers seek regular communication and attentive listening from management, while senior leaders prioritise ensuring critical company messages reach all workers. Establishing effective communication practices serves as the glue that brings together all workers, from senior management to frontline staff. It’s essential to ensure that every team member is aligned with the company’s goals and feels appreciated for their contributions promoting a sense of purpose, motivation, and commitment, leading to increased productivity, collaboration, and ultimately, organisational success.  

Organisational harmony can be achieved through effective communication strategies, in no way does this imply the absence of conflict, but developing solid foundations to cultivate an environment where conflicts are managed openly and resolved efficiently. Ensuring that information flows freely, keeping everyone informed and engaged, encouraging dialogue and listening to diverse perspectives, fosters a culture of collaboration and mutual respect. Otherwise, when communication channels fail or are inadequate it can lead to negative outcomes among workers, such as disengagement or confusion.  

To establish an effective communication system within the organisation, several key aspects need to be addressed: 

• It is crucial to develop an internal communication plan that outlines clear objectives and implementation strategies. This initial step involves gaining a comprehensive understanding of communication goals and the target audience. Subsequently, conducting a thorough audit of existing communication initiatives and channels is essential to assess their effectiveness and identify areas for improvement. 
• Effective collaboration necessitates bidirectional information flow within organisations, rather than relying solely on top-down directives. Skilled professionals value autonomy and appreciate platforms to voice concerns and suggestions.  
• Organising one-to-one meetings provides valuable opportunities to understand individuals’ communication styles and gather visual cues for interactions. Even without specific agenda items, dedicating time for individual discussions fosters understanding and strengthens relationships among team members. 
• Listening to feedback not only enhances morale but also clarifies the organisation’s message, but it must be done protecting confidentiality and compliant with legal personal data protection (e.g., GDPR).  
• Moreover, effective communication in an organisation should reflect its brand and culture, promoting clarity and unity among workers. 
• Prioritising proactive communication training and investing in communication tools within the organisation enables staff to express ideas clearly and manage emotions effectively, ensuring prompt and effective dissemination of information to intended recipients.  
• Cultivating a culture of active listening not only enhances worker and customer satisfaction but also cultivates loyalty and fosters a positive brand perception, ultimately contributing to long-term success. 
• Building effective internal communication contributes to effective external communication, strengthening the organisation’s reputation, build trust with customers, partners, and investors. 

Finally, strategic internal communication is a fundamental vehicle for promoting organisational health and health literacy. It is strategic and plays a vital role in building a culture of health that is anchored in the organisation’s formal and non-formal communication More specifically, it is a transparent and equitable way of promoting knowledge, disseminating good healthy work policies and practices and available resources within the organisation. By prioritising strategic communication efforts, organisations can better handle challenges more effectively, adapt to changing environments, and ultimately achieve sustainable growth and success. 

References

Eliadis, A. (2020). The Five Elements Of Effective Organizational Communication. Forbes. https://www.forbes.com/sites/forbescoachescouncil/2020/04/14/the-five-elements-of-effective-organizational-communication/  

Falkheimer, J. (2014). The power of strategic communication in organizational development. International Journal of Quality and Service Sciences, 6(2/3), 124-133.  

Lancefield, D. (2022). How to Communicate Your Company’s Strategy Effectively. Hbr. https://hbr.org/2022/11/how-to-communicate-your-companys-strategy-effectively  

Serra, J. (2022). Communication: The key to improving employee satisfaction and engagement. Forbes. https://www.forbes.com/sites/forbesagencycouncil/2022/10/04/communication-the-key-to-improving-employee-satisfaction-and-engagement/   

Safe Spaces: Navigating Respectful Work Environments

There is a clear concern nowadays on the effects of workplace harassment on individuals and the organisation, but despite many remediate and tertiary procedures and interventions the need to continue emphasising the need for proactive measures remains.

Harassment involves offensive and unwelcome actions that make an individual feel intimidated or embarrassed, especially based on protected characteristics like sex, race, or religion. It aims to violate dignity, creating a hostile environment. Acts persisting over time, like continual pressure or intimidation, are categorised as harassment. Even isolated severe incidents can qualify. Harassment includes verbal, psychological, physical, and sexual aspects. It is considered illegal in the workplace, with severe impacts on productivity, health, safety, and exposes organisations to serious legal consequences. Harassers can be supervisors, colleagues, or non-workers.  

Victims don’t have to be directly harassed and unlawful harassment may occur without economic harm or worker dismissal. A survey created by the International Labour Organization (ILO) (Experiences of Violence and Harassment at Work: A global first survey) exposes that 17.9% of employed individuals have encountered psychological violence and harassment, while 8.5% have faced physical violence and harassment. Notably, men reported experiencing such incidents more frequently than women. Furthermore 6.3% of respondents disclosed instances of sexual violence and harassment, with women disproportionately affected and in particular young women were twice as likely as young men to face sexual violence, while migrant women were nearly twice as likely as non-migrant women to report such incidents. The survey highlighted a disconcerting trend, as over three out of five victims reported enduring violence and harassment at work on multiple occasions. 

A successful anti-harassment initiative relies on a robust policy embedded in the company’s Code of Conduct, explicitly defining various forms of harassment. Real-world scenarios integrated into the policy enhance workers’ understanding, creating a cornerstone for a safe workplace culture. Enforcing a zero-tolerance policy sends a clear message against inappropriate behaviour, with consequences, including termination, explicitly outlined.  

To prevent such situations in the workplace, organisations can take proactive measures such as:  

• Fostering a culture of open communication and inclusivity encourages workers to speak up about potential issues before they escalate.  
• Regularly reviewing and updating the anti-harassment policy, along with conducting periodic training refreshers, reinforces the commitment to maintaining a respectful and safe work environment.  
• Collaborating closely with human resources specialists, organisations can develop targeted training sessions for diverse worker groups, effectively conveying the anti-harassment policy and providing specialized education on sexual harassment and discriminatory actions. This investment in ongoing education ensures a workplace culture actively focused on preventing harassment.  
• Establishing a fair and transparent complaint process. Workers should be guided on the proper procedure for filing complaints, with assurances that thorough investigations will take place and a commitment to an anti-retaliation policy. This instils confidence in workers, assuring them that the company is dedicated to addressing harassment issues promptly and fairly. 

Recognizing the challenges workers may encounter, particularly when reporting harassment involving a direct supervisor, organisations should facilitate easy access to various and safe communication channels. These can include email, online messaging platforms (e.g., such as a whistleblower system), or worker apps, providing multiple reporting options. Empowering workers to choose the method that feels most secure for them is crucial. Direct communication with the human resources department should also be guaranteed, ensuring swift and confidential handling of complaints. 

Developing and implementing an effective anti-harassment policy is a fundamental step towards creating a workplace culture that values respect and inclusion. By clearly communicating expectations, providing thorough training, establishing a fair complaint process, and ensuring accessible communication channels, organisations can foster an environment where workers feel safe, supported, and empowered to speak up against harassment. This commitment not only safeguards individual well-being but also contributes to the overall success and reputation of the organisation. 

References 

(2022, December 5). Violence and harassment at work has affected more than one in five people. Ilo. https://www.ilo.org/global/about-the-ilo/newsroom/news/WCMS_863177/lang–en/index.htm  

How To Stop Workplace Harassment: The Strategies You Need To Know. (n.d.). easyllama. https://www.easyllama.com/blog/how-to-stop-workplace-harassment/#:~:text=Make%20sure%20employees%20at%20all,environment%20by%20leading%20with%20example  

Lawrence, A. (2020, June). Empower Managers to Stop Harassment. Hbr. https://hbr.org/2020/05/empower-managers-to-stop-harassment  

Rowell, S. (2023, December 21). To Prevent Workplace Harassment, Start By Training Everyone. Forbes. https://www.forbes.com/sites/forbeshumanresourcescouncil/2023/12/21/to-prevent-workplace-harassment-start-by-training-everyone/ 

Schmidt, C. (2021, November 21). Unsure How To Address Workplace Harassment? Five Steps To Start. Forbes. https://www.forbes.com/sites/forbeshumanresourcescouncil/2021/11/12/unsure-how-to-address-workplace-harassment-five-steps-to-start/  

Schooley, S. (2023, October 23). Workplace Harassment: How to Recognize and Report It. Businessnewsdaily. https://www.businessnewsdaily.com/9426-workplace-harassment.html  

Workplace bullying and harassment. (n.d.). gov.uk. https://www.gov.uk/workplace-bullying-and-harassment  

Resilient to change or Resilient to accommodate?

Resilience, defined as the persistent pursuit of objectives despite facing adversity, assumes a pivotal role within organisations. Its significance arises from the inevitable challenges encountered by individuals in their personal and professional journeys. Navigating the complexities of life and careers requires the ability to endure setbacks, making resilience crucial for organisational success and individual growth. However, the current efforts by organisations to enhance worker resilience often serve as a mere pretence. 

Most training initiatives aimed at fortifying worker resilience demonstrate relatively modest and short-lived impacts. Moreover, concerns have been legitimately raised about the potential exploitation, stigmatization, and overemphasis of resilience as a phenomenon. The prevailing discourse tends to categorise individuals as either possessing inherent resilience or lacking it. This binary perspective places sole responsibility on workers, neglecting the vital role organisations should play in providing essential support. 

One of the initial challenges in building a resilient organisation is the lack of clarity and alignment on what resilience means, why it’s important, and how to measure it. Without a clear and shared vision, mission, and values, your organisation may struggle to communicate, collaborate, and coordinate effectively. Additionally, without clear and relevant resilience indicators, tracking progress, identifying gaps, and adjusting strategies may be challenging. Defining and communicating resilience goals, objectives, and metrics and aligning them with your organisational culture, strategy, and operations can be a good measure to take. 

The promotion of resilience frequently is placed solely on individuals making the organisations prone to avoid their own responsibility considering the changes that are necessary on their internal structures at various levels. This approach often makes organisations less proactive in addressing the crucial improvements needed within their own systems. Rigid structures, processes, or habits that are hard to change lead to poorly flexible and adaptable outcomes which result on organisations with problems to react quickly to challenges, and even being successful in overcoming them. Resisting to change can be one of the primary challenges in constructing a resilient organisation and can emerge from various sources like fear, inertia, complacency, or vested interests. Change is inevitable and crucial for resilience, but resistance can hinder progress. Effectively managing change involves addressing concerns and needs, providing support and feedback, and celebrating successes. Additionally, promoting a culture of learning and innovation, where experimentation and feedback are valued, is essential for overcoming this challenge. 

The absence of organisational support burdens workers with accountability, leading to psychological exhaustion and an increased risk of burnout. Workers may unfairly shoulder blame for systemic issues, such as excessive workloads, unrealistic expectations, or perceived inadequacies in resilience. The concepts of resilience, self-efficacy, and autonomy intertwine, fostering an environment where workers may be deprived of necessary support under the assumption that they should always fend for themselves. 

Fortunately, there are strategies to transform workplaces into environments conducive to resilience. Companies that cultivate organisational resilience, not solely in response to crises but by seizing opportunities, can gain a significant and enduring advantage over competitors. 

 Some of the key strategies to enable systemic resilience are:  

• Agile Organisation: Embrace agility through faster, data-informed decision-making. Prioritize “good enough” outcomes to facilitate testing, learning, and adjustment in response to complex business challenges. 
• Self-Sufficient Teams: Foster self-sufficiency in teams by holding them accountable and granting ownership of outcomes. Empower teams to execute strategic plans, stay close to customers, and utilize feedback loops for continuous course correction and innovation. 
• Adaptable Leadership: Identify and promote leaders who are adaptable, going beyond reactive responses to crises. Coach team members through changes, catalyse new behaviours, and develop capabilities that contribute to both short-term responsiveness and long-term resilience. 
• Investment in Talent and Culture: Prioritize investment in talent and culture for both current and future success. Companies focusing on resilient operations, teams, and leaders may enjoy a two-way talent advantage, attracting top talent that enhances the likelihood of success and perpetuates a cycle of resilience. 

Resilience is vital for individuals and organisations, but the current emphasis on individual responsibility often falls short. To truly build resilience, organisations should prioritize agility, empower teams, cultivate adaptable leadership, and invest in talent and culture, ensuring long-term success, regeneration and a competitive advantage. 

References

Hamel, G., & Välikangas, L. (2023, September). The Quest for Resilience. Hbr.org. https://hbr.org/2003/09/the-quest-for-resilience  

King, D., & McSpedon, M. (2022, June 17). What Leaders Get Wrong About Resilience. Hbr.org. https://hbr.org/2022/06/what-leaders-get-wrong-about-resilience  

Maor, D., Park, Michael., & Weddle, B. (2022, October 12). Raising the resilience of your organization. Mckinsey.com. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/raising-the-resilience-of-your-organization  

Mecking, O. (2023, April 26). The problem with valuing resilience as a skill in the workplace. Qz.com. https://qz.com/the-problem-with-valuing-resilience-as-a-skill-in-the-w-1850378695 

The Wellbeing Mirage

In the dynamic and competitive landscape of the contemporary workplace, the expectation for robust well-being support has evolved beyond a mere preference; it has become an imperative criterion actively sought by individuals exploring potential job opportunities. Indeed, the evolution of worker well-being from a desirable perk to an unequivocal necessity underscores the transformative shifts in workforce expectations.

As societal consciousness surrounding mental health undergoes a significant expansion, a concurrent and disconcerting phenomenon has emerged within organisations – “people washing” trend. This term encapsulates the troubling practice wherein companies prioritise the facade of caring about worker well-being over authentically and substantively supporting their workers, casting a lingering shadow over the sincerity of organisational commitment to mental health initiatives. 

Under the surface of polished policies and initiatives, an increasing number of companies prioritise gaining recognition over the genuine enabling of their workforce health and wellbeing. Whether it’s compliance checklists and training programmes designed to achieve compliments rather than authentic growth, or mere token gestures in feedback collection and conflict resolution, it’s clear that some organisations are more committed to projecting an image than to substantive practices.

As discerning professionals, we must navigate these shadows, distinguishing between those who are sincerely committed to wellbeing and those who use it as a calculated strategy to gain public recognition. 

In the pursuit of a healthy organisation, it is imperative to examine the authenticity of the narratives of engagement, wellbeing, diversity and success that organisations showcase. Are these initiatives truly cultivating a thriving workplace or are they staged performances designed only to secure awards? 

• Such organisational practices can lead to adverse outcomes among workers, creating environments characterised by heightened stress levels, an increased risk of burnout, and a growing disillusionment with the company.

• Prioritising the implementation of workplace mental health practices is essential, but, more importantly, understanding how to develop plans and activities with a genuine and positive impact is crucial.

• Organisations may resort to actions that initially appear adequate in the context of mental health but fail to address the issue, rendering them ineffective and, in some cases, an unnecessary expenditure.

• Designating specific days for mental health awareness serves little purpose when the organisational design and culture drive workers towards work overload.

• Similarly, crafting more flexible work models proves futile without a supporting culture and structure.

• Initiatives like offering free yoga classes or providing subscriptions to well-being apps can be supplementary, but they should never be perceived as central actions for promoting health in an organisational context.  

To avoid falling into the “wellbeing washing” trap or allocating resources to ineffective measures, organisations must understand the needs of their workers and the existing workloads. Therefore, creating measures that can be useful in the medium and long term is crucial, as well as implementing strategies tailored to address psychosocial risks within the organisation.

Often, the organisational culture itself can pose challenges by leading workers to bear a heavier workload or even work during scheduled days off. Therefore, a comprehensive review of the organisational structure and work design, involving top management, leaders, and collaborators, is necessary. 

Ensuring a sense of accessibility and a sincere commitment to health and wellbeing within the organisation is vital for all parties. Cultivating a culture of inclusion and belonging, consistently assessing wellness programs, and promoting transparent communication that acknowledges and supports are essential practices.

It is crucial for organisations to adopt a proactive stance toward wellbeing, emphasising initiatives that go beyond surface-level gestures to authentically contribute to the creation of a healthier and more supportive work environment over the long run. 

References

Jeanne Meister. (2021). The Future Of Work Is Employee Well-Being. Forbes. https://www.forbes.com/sites/jeannemeister/2021/08/04/the-future-of-work-is-worker-well-being/ 

Oliver Gudgeon. (2023). What is wellbeing washing? How to avoid it, examples, and statistics. Clarowellbeing. https://blog.clarowellbeing.com/what-is-wellbeing-washing 

Phoebe Armstrong. (2023). What is ‘wellbeing washing’, and how can leaders avoid it?. Hrmonline. https://www.hrmonline.com.au/topics/health-wellbeing-and-safety/what-is-wellbeing-washing-and-how-can-leaders-avoid-it 

Westfield Health (2023). How businesses can avoid ‘wellbeing washing’. Westfieldhealth. https://www.westfieldhealth.com/blog/how-businesses-can-avoid-wellbeing-washing 

Smart Work Design

In the global business landscape organisations must continuously evolve their work environments to stay competitive, attract and retain talent, and promote well-being. Focusing on work design is not always the first approach organisations choose when promoting health and wellbeing, although it has proven to be a critical approach in the last few years because it enables leaders to effectively change the work balance of demands versus resources and critically mitigate risks.  

Smart Work Design is a comprehensive approach to create work environments that uses technology, data, and human-centric principles to establish efficient, adaptable, and people-focused workplaces. It encompasses the organisation of work tasks, activities, relationships, and responsibilities, influencing job satisfaction and performance as well as organisational productivity and safety. 

Developed by Sharon Parker, the SMART Work Design Model outlines five key work characteristics for positive outcomes: 

•  Stimulating: Ensuring work is diverse, engaging, and meaningful. 

•  Mastery: Providing clear objectives, feedback, and a sense of contribution. 

•  Agency: Allowing freedom and control in task management and decision-making. 

•  Relational: Building a supportive network through teamwork and collaboration. 

•  Tolerable demands: Balancing workload to prevent stress and burnout. 

Smart Work Design is built on core principles that include flexible work arrangements for better work-life balance, technological advancements for efficiency, ergonomic workspace design for comfort, data-driven decision-making for strategic planning, and a focus on health and well-being.  

Utilizing the SMART model helps evaluate and enhance workers work design, leading to a more motivated and satisfied workforce. Its impact is deeply rooted in a comprehensive approach deeply anchored in a participative, empowered and multilevel intervention process.  

The benefits of this organisational process are manifold. It boosts productivity by refining processes and focusing on high-value tasks. It minimizes harm by safeguarding against physical and psychological risks. It also emphasizes wellbeing by creating a positive work environment that encourages commitment, creativity, engagement, high performance, and innovation. The cost savings are achieved by the decrease in absenteeism and turnover, and through automation, which significantly reduces operating expenses. 

The case study of Perth hospitals illustrates how small changes in work design can have significant impacts on individual and organisational outcomes. In this hospital were introduce multi-disciplinary surgical briefings before surgery. The purpose of these briefings was to enhance the team’s understanding of each other, clarity of procedures, and cohesion. The results show that the briefings had very positive outcomes for both the team and the hospital, increasing the efficiency of the surgery, reducing the delays by 50% and an annual saving of three million dollars, while improving the engagement, communication, and patient safety. A win win for all involved. 

How can we implement Smart Work Design in our organisations?  

By following these steps, organisations can create a dynamic work environment that aligns with actual business demands while fostering a thriving workforce: 

• Assess Your Current State: Analyse your organisation’s workflow, technology use, and worker’s needs. 
• Define Clear Objectives: Set goals for what you aim to achieve with Smart Work Design. 
• Involvement: Engage your workforce in the design process for valuable insights. 
• Technology Integration: Adopt technologies that automate tasks and facilitate collaboration. 
• Workplace Ergonomics: Create physical spaces that prioritize comfort and safety. 
• Training and Support: Offer resources for individuals to adjust to new environments. 
• Implement Changes: Apply agreed-upon changes across teams. 
• Evaluate: Measure the impact of changes on team outcomes. 
• Feedback Loops: Establish continuous improvement processes based on individual feedback. 

References: 

Davenport, T. H., & Harris, J. (2007). Competing on Analytics: The New Science of Winning. Harvard Business Review. 

Lang, P. M., & Wynn, M. J. (2014). The Relationship of Lean Management and Six Sigma: Comments and Observations. International Journal of Management Practice, 7(3), 195-210. 

McEwan , A. M. (2016). Smart Working: Creating the Next Wave. Taylor & Francis 

Parker, S. K., & Grote, G. (2020). Work Design Influences During the COVID-19 Pandemic: Creating Better Work as a Pathway to Recovery. Applied Psychology: An International Review, 69(4), 1369-1415.(myosh.com) 

Parker, S. K., Rammohan, A., Griffin, M., Flemming, A. F. S., Hamdorf, J., Leung, Y., … Yam, C. (2018). Success in the operating theatre: Multidisciplinary pre-operative briefings for efficiency, patient safety, and staff engagement. Australia. 

 Parker, S. K., & Wang, Y. (2020). The science of work design: A critical review and future research agenda. Annual Review of Organizational Psychology and Organizational Behavior, 7, 1-30.(dmp.wa.gov.au) 

The Power of Human Sustainability

In the last decade, the term Sustainability has become increasingly popular, especially in the context of environmental issues and climate change. However, this term doesn’t just concern the planet, it also concerns people. Human sustainability is a concept that centres on the well-being of society and the quality of human life, both now and in the future. 

Human sustainability is one of the four pillars of sustainability, along with social, economic, and environmental sustainability. There is no unique or universal definition of human sustainability, as different contexts and perspectives may emphasise different aspects or dimensions. However, one possible way to define human sustainability is the ability to maintain and improve the human capital in society by ensuring that all people have access to adequate and quality resources, services, and opportunities that enable them to live healthy, fulfilling, and dignified lives, while also respecting the rights and needs of other living beings and future generations. More specifically, it encompasses various aspects such as health, education, nutrition, culture, justice, human rights, and social inclusion.  

According to this definition, human sustainability has objective and subjective components. Objective components are about the material conditions and resources that affect human well-being, such as food, water, energy, health care, education, income, etc. Subjective components refer to the psychological and emotional aspects that influence human well-being, such as happiness, satisfaction, meaning, purpose, among others.  

Human sustainability is important for several reasons. First, human beings are both the beneficiaries and the promoters of sustainable development. Human sustainability aims to fulfil people’s needs and aspirations, while empowering them to contribute to positive change. Secondly, it argues that human well-being is interdependent on the well-being of other living beings and the environment. Human sustainability seeks to balance the utilisation of natural resources with the protection of ecosystems and biodiversity. On the other hand, human sustainability promotes a long-term perspective that considers the impacts of current actions on future generations. Human sustainability strives to create a more equitable and resilient world for all. 

Beyond individual actions, human sustainability involves sustainable business practices and investments that seek to preserve natural resources and improve human capabilities and opportunities. It therefore has significant implications for work and organisations in various ways:

• It improves people’s commitment and performance by creating a more positive working environment that supports physical, mental, and emotional health, promotes learning and development, encourages creativity and innovation and aligns personal and organisational values. 
• On the other hand, offering products or services that meet or exceed customer expectations, addressing social or environmental issues; demonstrating ethical and responsible practices and communicating transparently and authentically, can improve customer loyalty and reputation. 
• By reducing waste and emissions, optimising the use of resources, adopting renewable or circular solutions, minimising risks and costs and maximising value creation, you can increase operational efficiency and profitability. 
• Human sustainability can foster collaboration and innovation by engaging with diverse stakeholders; building trust and mutual understanding; leveraging collective intelligence and expertise; co-creating solutions; and sharing knowledge and best practices. 

In sum, human sustainability is a concept that encompasses various aspects of human well-being and development in relation to other living beings and the environment, and is fundamental to achieving a more balanced, inclusive, and resilient world for current and future generations.  

Human sustainability also has significant impacts on work and organisations in terms of people’s commitment, the promotion of health and well-being, diversity, equity, inclusion and belonging. It must therefore be a fundamental priority for individuals, organisations, communities, and society. 

References

Cantrell, S.; Cunningham, K.; Richards, L.; & Eaton, K. (2023). Advancing the human element of sustainability. Deloitte. Available at: https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2023/integrating-esg-and-sustainability-measures.html. 

Kokemuller, N. (n.d.). What is human sustainability? The classroom. Available at: https://www.theclassroom.com/what-is-human-sustainability-12731251.html 

Rinalducci, S, N. (2023) Human Sustainability Explained. Sustainability Success. Available at: https://sustainability-success.com/human-sustainability/. 

Rinalducci, S, N. (2023) The 4 Pillars of Sustainability Explained. Sustainability Success. Available at https://sustainability-success.com/four-pillars-of-sustainability/. 

RMIT University (2017). The 4 Pillars of Sustainability. Future Learn. Available at: https://www.futurelearn.com/info/courses/sustainable-business/0/steps/78337. 

United Nations (n.d.). Support Sustainable Development and Climate Action. Available at: https://www.un.org/en/our-work/support-sustainable-development-and-climate-action. 

Imagem de maryannandco photography por Pixabay

Not all employee surveys are the same!

Employee surveys gained prominence in recent years because they provide valuable information and feedback from collaborators, helping organisations make informed decisions and create a healthier and better working environment. 

Conducting organisational surveys helps leadership to obtain understanding of the workforce engagement, satisfaction, mental health risks, and organisational culture, enabling data-inspired decisions, promoting a healthy work environment, improving retention, and enhancing overall organisational performance.   

But not all surveys are the same, and their results highlight distinct predictors and outcomes. 

Organisational climate surveys collect the answers about the aspects of the environment that are consciously perceived by organisational members. It influences workers motivation and, in consequence, affects organisational performance meaning it is imperative to have a good climate in the organisation to achieve results.  

Engagement surveys evaluate the amount of commitment and passion of workers about their job. Engaged workers can be described as those who “give their best to achieve company goals.” and the ones who “genuinely commit to the organisation’s success and are contagiously passionate about what they are doing”. Engagement helps to recognise the influence of emotions alongside with rationality in working life making it a desirable goal to achieve and organisations should be clear in their engagement strategies. Not to forget that managers’ engagement is a crucial aspect of increased engagement in workers leading to a “electricity around engagement”.  

Employee experience surveys are a set of questions designed to collect and measure feedback on the experience of people in the organisation. This questionnaire assesses the critical contact points in an employee’s life cycle and aims to identify the strengths, weaknesses and possible threats, and opportunities for improving that experience. More specifically, the employee experience survey makes it possible to build up a picture of what attracts people to the organisation and what keeps them there. 

Stress and anxiety complications leading to other psychological health problems started to be more relevant in a work context in the last decades of the 20^th century. Giving more importance and relevance to psychological risks assessment. A risk assessment combines three elements: hazard, harm and risk. Hazard is when something has the potential to cause harm, harm is when something causes harm and risk is simply the chance that someone will be harmed by hazard. In a health and safety context, risk assessment is a method that allows organisations to identify the likelihood and consequences of harm (e.g., physical or psychological harm).  

 Engagement or climate surveys and psychosocial risk assessments are often assumed to be the same by managers because they involve collecting information from workers but these instruments focus on clear different aspects—climate and engagement surveys measure satisfaction and motivation, while risk assessments evaluate potential hazards to mental health, enabling the identification and prediction of burnout, psychological distress, stress absence leave, and psychological injury compensation claims. 

Overall, a psychosocial risk assessment is considered a more comprehensive evaluation of the health status of an organisation because it delves deeper into the specific factors that can impact workers mental health and wellbeing, both positively and negatively. This risk assessment provides a broader understanding because: 

• Focus on Mental Health: A psychosocial risk assessment puts a particular emphasis on mental health factors in the workplace. It identifies and evaluates potential hazards that can negatively affect workers’ health and psychological wellbeing,  

• Holistic View: A psychosocial risk assessment considers a wide range of factors such as workload, job demands, control over work, work-life balance, social support, communication, and organizational culture. This holistic approach provides a comprehensive understanding of the work design and work environment and enables organisations to address multiple dimensions of organisational health and wellbeing. 
• Long-Term Organisational Impact: Addressing psychosocial risks and promoting wellbeing can have long-term benefits for the organisation. By creating a supportive and healthy work environment, organisations can improve retention, productivity, and overall organisational performance. Moreover, it can enhance the organisation’s reputation as an employer of choice, attracting top talent and fostering a positive company culture. 
• Legal and Regulatory Compliance: In many countries, like Portugal, there are legal requirements and regulations related to occupational health and safety, including the assessment and management of psychosocial risks. Conducting a psychosocial risk assessment helps organisations ensure compliance with local but also European level regulations, namely the recently approved Corporate Sustainability Report Directive (CSRD – ESRS S1 Own Workforce), aligned with a clear ESG agenda by reducing the potential legal and financial risks. 

Organizational assessments are valuable tools, particularly when they are scientific validated instruments, for organisations to gain insights and understand different predictors for people’s perceptions and behaviours concerning their work environment, their health and wellbeing and improve organisational robustness. While an engagement or climate survey focuses on measuring overall workforce satisfaction and engagement levels and take remedial actions, a psychosocial risk assessment zooms in on specific psychosocial hazards and their potential harm, empowering leaders to make informed decisions and implement targeted interventions to achieve long term organisational impact. 

References

Curtis, P., Carey, M., & Committee of Sponsoring Organizations of the Treadway Commission. (2012). Risk assessment in practice.  

Gable, S. A., Chyung, S. Y., Marker, A., & Winiecki, D. (2010). How should organizational leaders use employee engagement survey data?. Performance Improvement, 49(4), 17-25. 

McBain, R. (2007). The practice of engagement: Research into current employee engagement practice. Strategic HR review, 6(6), 16-19. 

Noordin, F., Omar, S., Sehan, S., & Idrus, S. (2010). Organizational climate and its influence on organizational commitment. International Business & Economics Research Journal (IBER), 9(2). 

Rick, J., & Briner, R. B. (2000). Psychosocial risk assessment: problems and prospects. Occupational Medicine, 50(5), 310-314. 

Van der Molen, H. F., Nieuwenhuijsen, K., Frings-Dresen, M. H., & de Groene, G. (2020). Work-related psychosocial risk factors for stress-related mental disorders: an updated systematic review and meta-analysis. BMJ open, 10(7). 

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