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Common Feelings, Opinions and Feedback from Workforce

How can our Wellbeing Initiatives Resolve These, and Other Feelings…?

When a Workforce feels more valued and cared for, they will do more for an organisation. Wellbeing in the Workplace is an area of increasing focus for companies keen to improve their culture, working environment and employee performance. However, to make a real difference, businesses must take a holistic approach that goes beyond pure physical health to focus on mental and emotional wellbeing too. Organisations from every sector are being encouraged to leave behind past ideas of discounted gym memberships and free fruit, and integrate wellbeing into performance management, so it holds equal importance with sales or achieving targets.

We live in such a busy world these days; people are always on the edge of burning out and it’s about taking stock and looking after them. Much of wellbeing starts with empowering people to feel confident enough to speak up when they feel overwhelmed – we give them the opportunity to do so in our wellbeing sessions, and actively encourage them and sign post them to continue to do this or to come back for further sessions.

It is believed that workplace wellbeing is not consistently addressed by companies because no overt connection is being drawn between wellbeing and performance. Keith Kropman, Director of marketing and human resources for at Vitality, notes a significant link between wellbeing and productivity based on a survey titled ‘Britain’s Healthiest Workplace Survey’. The survey found that employers are losing on average 27.5 days of productive time per employee each year as staff take time off sick and also underperform in the workplace as a result of ill- health – Otherwise known as presenteeism, This is equivalent to each worker losing more than an entire moth of productive time annually. When translated into monetary terms, the combination of this absence and presenteeism is costing the UK economy £73 billion a year in lost productivity. Kropman argues that it is therefore crucial to take account of wellbeing across a variety of dimensions from lifestyle ad clinical indicators to mental wellbeing and workplace stress. Particularly as data shows that employers with a healthy and engaged employees lose 40% less productive time.

Case Study

The fact is, by having a wellbeing programme that is accessible to all within a company or organisation means that employees will use the services and are able to easily. The very idea that it is promoted through their employer, makes them feel cared for and valued and gives them the opportunity to become more aware of their own wellbeing at work.
The investment in a wellbeing programme for a company and its employees really is a significant one, the savings that can be made by having a robust wellbeing strategy in place are plentiful and the costs that are incurred are reaped back substantially by the organisation as seen in the above case study.