The Orchard group has seen a rise in absenteeism, especially among frontline staff. Poor well-being has been linked to increased sick days as stress, burnout and mental health issues make it difficult for employees to come to work. Additionally, performance matters if affected by well-being – stressed, tired or disengaged employees are less productive. This impacts resident care and costs the organisation through lost output. As absenteeism and performance issues rise, turnover may also increase as dissatisfied staff leave.

Issue 2: Job demands and work-life balance

Frontline care roles involve emotional and physical demands caring for residents. Long hours, unpredictable tasks, responsibility for vulnerable people and the emotional challenges of the role can all increase stress levels if not properly supported as evidenced by Bhui et al (2016). Poor work-life balance from shifting schedules and unpaid overtime also harms well-being. Unaddressed, these job demands risk overwhelming staff and compounding the performance and absence problems, potentially worsening the staffing situation over time.

The issues of rising absenteeism, performance and potential turnover due to underlying well-being problems are highly relevant to the care home group. A well-being program could help address the job demands and resource issues causing this, improving staff satisfaction, engagement and the sustainability of resident care services through reduced absence costs and a happier, healthier workforce.

Theories

Hedonism theory

According to ‌ The University of Texas (2024), Hedonism theory proposes that wellbeing is derived from pleasure and happiness, and an absence of pain and sorrow. At first glance, this appears relevant to The Orchard Group given the recent increase in staff absences which suggests lower wellbeing. However, hedonism is focused solely on subjective feelings which fails to consider sustainable wellbeing. While short-term initiatives like social events may improve happiness, wellbeing is likely to decline again without addressing underlying issues.

Desire satisfaction theory sees wellbeing as fulfilling our desires (Heathwood, 2016). For care staff, key desires include feeling valued and achieving work-life balance. Currently high turnover indicates these desires are not being met. A wellbeing programme could allow staff more input into shift patterns to better balance work and home commitments. Recognising staff contributions regularly beyond annual gift vouchers may enhance feelings of value and worth. However, desire theory risks an endless pursuit of desire fulfillment without considering what is objectively good for wellbeing.

Objective list theory defines wellbeing in terms of objectively good things like meaningful work, relationships and health as reported by Utilitarianism.net. (2023). A wellbeing programme aligning with this offers the most comprehensive approach for The Orchard Group. Initiatives to develop skills, provide training and career progression opportunities help staff find meaning and purpose in their role. Resource allocation for stress and resilience training, physical activity classes and health screenings support key determinants of wellbeing.

1.2 Managing Well-being

Well-being at work can be defined as promoting positive mental, physical and social states in employees (CIPD, 2023). It goes beyond simply the absence of stress to focus on positive experiences like employee satisfaction, engagement and fulfillment. Wellbeing can be managed to support organisational goals in organisation in various ways which are:

Reduce absenteeism and turnover

The recent rise in absences among frontline staff at The Orchard Group’s care homes is problematic and impacts resident care. High turnover also incurs replacement costs. A holistic wellbeing programme could help address the root causes of these issues. For example, stress and resilience training can equip staff with coping strategies to minimise the impact of job demands on their health (Thrive at work, 2019). Training in self-care and work-life balance can prevent staff from becoming overwhelmed. Physiotherapy sessions and mental health first aid training provide support for early intervention of minor health issues before they escalate into long periods off work. By supporting the wellbeing of its most valuable asset, staff, the organisation benefits through minimised disruptions to resident care as a result of absenteeism and staffing gaps.

Improve performance and productivity

The performance issues noted across The Orchard Group indicate staff may be facing challenges balancing responsibilities. A wellbeing programme incorporating flexible working and adjusted shift patterns allows carers to better balance work demands with family needs. This supports focus and engagement at work (Bainbridge and Townsen, 2020). Also, introducing mindfulness sessions and on-site yoga classes provide brief respite to recharge, helping staff perform to their best ability. Organising health initiatives such as daily walks, nutrition workshops and smoking cessation support encourages healthy behaviours known to boost cognitive function and decision making. Positive effects on individual wellbeing and work performance directly benefit the organisation through enhanced resident care and productivity.

Boost staff morale, commitment and retention

The Orchard Group’s high turnover signifies an opportunity to strengthen workforce continuity and relations. Wellbeing initiatives demonstrating the organisation’s investment and care for staff act as an intrinsic motivator. Monthly wellbeing newsletters celebrating achievements and signposting support fosters feelings of belonging. Leader’s championing wellness through active participation in initiatives builds trust and psychological safety. Career development opportunities and further training through the programme provide prospects for progression and maintain interest. Staff feeling engaged, valued and committed to their role and workplace ultimately remain longer, preserving crucial knowledge and expertise within the organisation (CIPD, 2023a).

1.3 Value of Adopting well-being practices in organisation

Organisational wellbeing practices can provide significant value to both employees and employers when implemented effectively. Here are some key ways that adopting such practices benefits an organisation:

Improved productivity and performance

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