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Solution
Table of Contents
Task 1: Short Journal Article. 2
1.1 Issues and Key Theories in Wellbeing at Work and Relevance to Workplace of Choice. 2
1.3 Value of Adopting Wellbeing Practices in Organisations. 5
2.2 Impact of Organisation Wellbeing Strategies on Employer and Employee Experiences and Outcomes. 7
Wellbeing and Employees experience and outcomes. 8
Wellbeing and Employer Outcomes. 8
Wellbeing Initiatives in Place. 9
Management and integration with areas of people management activity. 9
Wellbeing initiatives and Role of Health Promotion Programs. 10
Sustained Organisational Performance. 13
4.2 Supporting Line Managers in Implementing Sustainable Wellbeing Policies. 15
Task 1: Short Journal Article
Introduction
The introduction of workforce wellbeing is often confusing to navigate and even the organizations interested in championing well-being encounter absenteeism of an elaborate approach. Thrive at work (2021) for instance, quotes an Australian survey which note that 16% of the organizations fail in addressing workplace mental health and overall well-being as they are not aware of the initial phases of the process implementation. Adopting the definition of CIPD (2022), promotion and support of the employee wellbeing is core for the purpose of an organization in championing better work and working lives. This is since it elicits mutual benefits to individuals, organizations, economies, and communities. Similarly, considering the Charming Group case study organization, they could use the wellbeing program in improving the management of the cases of absenteeism particularly among front-line employees.
1.1 Issues and Key Theories in Wellbeing at Work and Relevance to Workplace of Choice
As evidenced in Great Place of Work (2021), the issues in wellbeing at work are informed by the fact that they influence on the capacity of ensuring the employees are feeling strong, healthy, and connected. The major issues hence include:
COVID-19 Pandemic– According to CIPD (2022), the COVID-19 pandemic has contributed to the employee health and wellbeing being prioritized at the top of agenda. The report evidence that more than two-thirds (66%) of all organizations are interested on evaluation of the impact of COVID-19 pandemic on the employees mental health. This is with two-thirds (67%) of organizations including COVID-19 pandemic as their top 3 causes of short-term absence (38%) with 26% of the employees reporting Long COVID as leading to long-term absenteeism. Similarly, in Charming Group, which is a private care home provider, COVID-19 pandemic could have elicited immense implications on the prevalence of long-term absenteeism. Hence, to become workplace of choice, Charming Group need to invest in approaches for managing the COVID-19 pandemic appropriately.
Remote Working– Over the years, this has been a significant issue impacting the success of wellbeing at work and its influence on the relevance of the workplace of choice. This is supported by the ILO (2021) report which is an organization dealing with the welfare of workers and evidenced by the scope in which, due to the rise in remote working, there has not been a clear distinction between where to work and home hours. This phenomenon is potentially evident in Charming Group, which currently has 150 full and part time employees alongside the 20 zero-hours workers. As a best practice in establishing well-being at work, there is a need to prioritize this trend and motivate the employers to deliver considered and evidence-based interventions.
For the Van der Berg (2020) institute which deals with recommending the best theories of wellbeing at work, they note the key theories as categorized into:
- Hedonism theory
- Desire satisfaction views theory
- Objective list views theory
Hedonism Theory
This theory is based on the assumption that well-being consists in, and only in, the balance of positive over negative conscious experiences. According to Utilitarianism (2021) the theory hence note that the only basic welfare goods are present experiences including enjoyment and contentment. This is with pain and misery being unpleasant experiences. Therefore, for the Charming group, the best practice in implementation of the employees wellbeing would need to priorities on factors of happiness, definition of well-being in terms of pleasure attainment and pain avoidance.
Desire satisfaction views theory
According to van der Deijl (2022) this theory of wellbeing notes that the core area for leading to a good life is the satisfaction of desires. This means that when all employees’ desires are satisfied, their lives would be good. For instance, in Charming Group, the organization would use this theory to implement their well-being by ensuring the employees are granted what they want with limited pleasure being exerted on them.
1.2 Wellbeing definition and explanation and justification of wellbeing management for supporting organization goals
Adopting the definition of CIPD (2021), the employees wellbeing entails creation of an environment for prompting a state of contentment which allows employees to flourish and achieve their full potential for the benefit of themselves and their organization. This is supported by Gadhavi et al. (2021), which identifies employee well-being as the employees’ overall mental, physical, emotional, and economic health. For instance, in Charming Group, this has an impact on relations with their co-workers, decisions which are made, tools and resources they are accessing to.
For supporting organisation goals, the importance of wellbeing include:
- Improved employee recruitment and retention– In UK where Charming Group operates, Center for Mental health (2021) report highlight that cumulatively, upto £1,300 is lost for each employee due to wellbeing challenges every year for recruited roles in UK labour market. Hence, by Charming Group harnessing the scope of the health and wellbeing of their employees, they would holistically establish a harmonious work environment. This is with such an organisation gaining from lowered costs of recruitment and training.
- Lowering the workers compensation claims– In the HSE (2021) report, it evidenced that 1.7 Million employees had been suffering from work-linked ill health in the UK. For an organisation failure to improve the health and wellbeing of their employees contribute directly to immense organisational costs. These costs would be complex due to an intense absenteeism in workplaces. For Charming organisation, the increased number of the absenteeism cases would also contribute to increased compensation claims.
- Increasing organisation reputation– For Charming Group, by increasing the wellbeing of their employees, they would meet high level occupational health and safety standards. This is also evidenced in the united nations sustainable development goals (SDGs), which inform the need for improved health and wellbeing in their workplaces.
Conversely, to individual employees, the benefits would include:
- Increased productivity and engagement– employees working in an organisation with high level of wellbeing contribute to the employees increasing their level of productivity, motivation, and engagement in their roles. For Charming group, this is with their trust in their organisation increasing and leveraging on their assigned roles.
- Reducing individual healthcare costs– For Charming Group, for their employees, implementing appropriate wellness programs would positively contribute to reduced healthcare costs for employers. This is with the physical exercises being promoted with a reduced potential of lowering overall costs of frequent medication due to ill-health.
1.3 Value of Adopting Wellbeing Practices in Organisations
A report by Adams (2019) evaluating the value of adopting well-being practices in organizations identified the well-being at work as being closely correlated with health and productivity. This is supported by Lovejoy et al. (2021) report, which also found that healthy and happy employees gain high quality of life, reduced risk of disease and injuries, increased work productivity, and a high-level possibility to contribute to communities employees with poorer wellbeing.
Further, the available research in Hussain et al. (2020) highlight that owing to the immense changes in the nature of the work environment, these changes elicit immense implications on the workers well-being. This is with other approaches adopted harnessing the employees wellbeing fostering team engagement and improving the performance. This is with other technological development which include artificial intelligence and robotics creating challenges impacting the workers wellbeing and overall health.
Considering the Charming Group organization, to optimally gain from the value of leveraging from wellbeing could entail adequate paid leave offered, supporting employees retiring from work, opportunities for higher wages, great autonomy, and flexibility. These approaches should be considered and integrated to the organization policies to ensure they gain an optimum value. Particularly, the organization would achieve an increased safety of the employees, healthy and happy and productive employees while enjoying the opportunities for leveraging on the different opportunities for achieving high-level potential.
Conclusion
In summary, this report has focused on evaluating the best practice for implementing a health and wellbeing program. Through a focus on the Charming organization, it evident that the most appropriate strategy for implementing health and wellbeing need to integrate the best practice in their operations. This is while appreciating the scope of wellbeing and productivity with the organizations authenticity. This would lead to Charming benefiting immensely and the employees.
Task 2: Report
Section 1
2.1 Key Domains of Creating and Maintaining Wellbeing Strategies; Extent of Organisation Aligning with underlying elements
Key Domains
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