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Solution
Promotion and support of staff wellbeing is core for organisations people practice professionals championing better working and working lives. According to CIPD (2024c), a holistic employees wellbeing has a positive implication in delivering mutual-based benefits to individuals, organisations, economy and communities. In Saudi Aramco case organisation, the need for investing on employees wellbeing is ensuring they are flourishing and achieving their optimum potential. This imply creation of an environment which enhance an increased contentment which benefit staff and Saudi Aramco.
The need for accelerating the wellbeing strategies to the Senior Leadership Team is informed by an increased growth in earnings per share at 115% increased growth (WEF, 2023). This is contrary to 27% earnings per share for organisations which lack appropriate strategies for enhancing wellbeing. In Saudi Aramco case, Senior Leadership Teams are tasked with a role of implementation of core decisions of board and executive teams. This include the board of directors and chief executive officer as evidenced in the organisation hierarchical structure.
The two recommendations to the Senior Leadership Teams include;
Strategic alignment
Through an effective alignment of the HR strategies with organisation goals, people practice professionals ensure that resourcing, capacity development and performance evaluation are not fragmented. Nevertheless, according to Al-Qudah et al. (2020) the process is aligned with the different components who work towards achievement of a common-based purpose. In regard to the employees wellbeing, the strategic alignment has a positive implication in contributing to achievement of the different objectives, and fostering healthier and more engaged organisations which is appropriately facilitated in driving success. According to Boudlaie et al. (2020) the senior leadership teams motivation is through creation of a sustainable, positive mark on the organisation. In Saudi Aramco case, the senior leadership teams are involved in ensuring that an appropriate chance for building their legacy is achieved. Saudi Aramco is renowned for having long-term significance and positioning of leadership of the company working as champion of people centric culture performing. The strength of this process include evidencing strategic alignment improving the staff productivity. In Saudi Aramco, as part of improving their employees wellbeing, the senior leadership teams ensure that all the employees are working towards similar goals and objectives hence an increased motivation and priority. Also, a different advantage of strategic alignment is what Snell and Morris (2021) identify the strategic alignment is aligned with recognition of the employees as just resources but used as a critical asset for growth and satisfaction intrinsically associated with a particular organisation success. The Senior Leadership Teams in Saudi Aramco is ensuring that they are evolving for achieving their set demands maintaining their leveraging on competitive advantage, resilience and success in ever-changing organisation landscape. The disadvantage of strategic alignment include issues with communication and failure to cascade the process in the entire organisation. This is while alignment of organisation culture, structure and processes with strategy and aligned resources which is similarly a cost-intensive undertaking.
Financial and Operational Benefits
As a best practice in enhancing the employees wellbeing, the Senior Leadership Teams would need to make their decisions informed by financial and operational gains through an investment on these approaches. As evidenced in Gorgenyi-Hegyes et al. (2021), the best recommendation to the team would include presentation of the financial and operational benefits. For example, in Saudi Aramco, this include quantification of likely cost-savings including less absenteeism rates and increase in productivity success. This would also include creation of an appropriate case detailing a healthier workforce both enhance the scope of staff satisfaction and retention. All these initiatives positively contribute to an organisation bottom line increased. The findings are supported by Hannon et al. (2017) noting that 83% of the senior leadership teams note on need for pursuing organisation-wide wellbeing initiatives. This is from the 71% evaluating on the success of the financial and operational benefits to the employees wellbeing initiatives. To some extent, CIPD (2024d) highlight that having poor financial wellbeing have a direct implication of increasing the financial distress. This is similarly elicited by the employees lacking sufficient income for covering all their expenses. The financial distress for the senior leadership teams is instrumental for managing the security and financial future of the employees. The senior leadership teams can be guided in understanding on occurrence of high-level absenteeism, reduced performance, presenteeism and lower quality work as evidences of need to manage the financial wellbeing of the employees and also the senior leadership teams.
Evaluation of Impact of Recommendations
Considering the first approach of strategic alignment, its effectiveness could be evaluated by application of Warwick-Edinburgh Mental Wellbeing Scale. According to Warwick Medical School (2021)………..
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