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Solution
Part 1: Workplace Wellbeing Audit
1.0 Background
In this section, a wellbeing audit has been completed for understanding the status of the wellbeing in IHCC organisation. Through this, the organisation wellbeing strengths, weaknesses, opportunities and threats have been established. A workplace wellbeing audit is identified as a needs analysis for assisting an organisation in understanding health needs of employees. This is based on the context of workplace environment and external factors. Considering IHCC organisation, the areas of focus in developing the workplace wellbeing audit include a consideration of several factors (CIPD, 2021).
2.0 Employee Wellbeing Surveys
For IHCC, evaluating its wellbeing can be done by focusing on what Tonkin et al. (2018) identify different components (see figure 1);
Figure 1: Employee wellbeing surveys components
In summary, the findings of the employees wellbeing survey is as shown in table 1;
| Employees Wellbeing Survey Components | Question | Answers |
| Company | Is IHCC dedicated for achieving employees wellbeing? | · IHCC is significantly committed to their staff health and wellbeing
· Employees wellbeing prioritised at IHCC organisation |
| Culture | Does IHCC culture support employee wellbeing? | · IHCC offers employees with on-site gym and call for their employees to partake lunch breaking for exercising
· Employees appropriately and effectively offered with a support when they opt for flexible/remote working plan · IHCC culture supportive/encouraging work-life and family balance |
| Manager | Does IHCC managers care about employees wellbeing? | · In all levels, IHCC managers tend to genuinely and honestly take care of the employees’ health and wellbeing
· High-level employees wellbeing score achieved in the organisation |
| Individual | How is IHCC employees personal health and wellbeing? | · In an event of the employees assuming a feeling of stress, support is always offered
· They always bounce back promptly from challenging events · Employees normally have a feeling of making prompt progress in their work roles |
| Programs | To what extent does the IHCC health and wellbeing programs drive value? | · As an employee, optimum gain is attained from health and wellbeing initiatives |
Table 1: Employees wellbeing surveys
3.0 Employee Engagement Surveys
As evidenced in CIPD (2022), employees engagement survey is achieved for measuring and assessing motivation and engagement of employees as they are performing their best at work daily.
| Employees Engagement Survey | Question | Answers |
| Interest work in role | To what extent are you satisfied/dissatisfied with your capacity of pursuing interesting work in your roles? | · IHCC employees |
| Application of skills | How is your satisfaction | · Highly satisfied in my roles |
| Satisfaction with current workload | Does IHCC managers care about employees wellbeing? | · Yes. The management care about their employees evidenced by programs already initiated |
| Opportunities for career progression | How is IHCC employees personal health and wellbeing? | · It is detailed and holistic |
| Relations with management | To what extent does the IHCC health and wellbeing programs drive value? | · They ensure value is achieved by aligning the employee’s needs, personalisation and also aligned with their objectives |
Table 2: Employees Engagement Survey
4.0 Absence Statistics
As evidenced in CIPD (2016), the absence statistics are used in identifying the percentages of unplanned absenteeism in an entity in a specified number of workdays. As part of this workplace audit, it is appropriate to identifying the major causes of absenteeism in IHSS. This is as illustrated in figure 2;
Figure 2: IHCC causes of absenteeism
5.0 Wellbeing Strategies/Working Groups
Adopting the definition of CIPD (2022a) the wellbeing strategies include a set of plans of action which ensure an organisation is happy and engage healthier place for working. In regard to IHCC, a summary of their wellbeing strategies is as illustrated in table 3;
| Strategies | Sub-Categories of the Strategies | IHCC organisation Strategy |
| Health Promotion | Employees Assistance Programs (EAP) | Stress management for people who have given birth, those mourning and a wellness program |
| Safe Working Practices | All employees are provided with a support for their safety in workplaces | |
| Occupational Health Support | Since COVID-19, IHCC has initiated programs for health education services | |
| A good working environment | Flexible working | Majority of the employees are offered with flexible working opportunities since COVID-19 pandemic to-date |
| Non-financial recognition | In IHCC, employees tend to leverage on opportunities of job security, flexitime, gym membership discounts and childcare | |
| Values | Clear mission and objectives | IHCC mission “design and build superior quality and affordable turnkey projects” ensure employees are well positioned in terms of their wellbeing |
| Valuing differences | Different perspectives by the employees are recognised and appreciated. Other people diverse experiences, styles, backgrounds and perspectives are appreciated. | |
| Diversity and Inclusion | The employees voice, teamwork and performance development plans are meant to harness diversity and inclusion. This is with IHCC employees embracing positive relations and personalised growth. |
Table 3: Well-being strategies in IHCC Summary
6.0 Wellbeing Policy and Practices
For IHCC, they have various wellbeing policy and practices in place. For instance, they operate the Employee Welfare Policy. This is numbered IHCC0-HRP-017. It is this policy and practice which ensure that IHCC are offering their employees and family well-being practices. Also, the organisation has the Iqama expense policy for Saudi Staff having foreigner family. This is policy number IHCC-HRP-022. This is with the employee welfare policy ensuring that employees in marriage and childbirth are provided with the care.
7.0 Retention Rates
Considering a report in Chiat and Panatik (2019), 90% or more employees retention is noted as appropriate. This is an indicator that the organisation is appropriately positioned in achieving an increased performance and productivity. For IHCC, their average retention is 55%. Prior initiation of a holistic wellbeing program, the employees retention was as low as 30%. These approaches have involved creating safe, supportive workspaces, and employees increased job satisfaction.
8.0 Disciplinary and Grievance Statistics
The rationale of identifying disciplinary and grievance hearing is to understand the level of employees health and wellbeing and scope of existence of harmonious relationships. For IHCC, the organisation has a formally written disciplinary and grievance procedures in place. The organisation does not allow their cases to progress to courts of law or even tribunals. For instance, in 2021 and 2022, only 6 disciplinary and grievance hearing cases were initiated in the organisation. Since IHCC operates in Saudi Arabia where Trade Unions representatives are not allowed, the organisation is in a position of engaging employees representatives in resolving the disciplinary and grievances holistically.
9.0 Employee opinions of wellbeing and impact on Organisational Culture
According to Gallup (2022) the relevance of evaluating the employees opinions on their organisation wellbeing and how this impact their organisation culture is intended to understand how this is integrated as part of their operations. In particular, for IHCC, this is used to evaluate how their roles, expectation, stress levels and work environment has a direct implication on their health and happiness. For IHCC, more than 65% are in strong agreement that their organisations are caring on their wellbeing. This is with only 30% of IHCC employees reporting instances of burnouts or stress levels. Hence, IHCC employees are positive in regard to their organisation health and wellbeing strategy adopted.
Part 2- Wellbeing Case Study
Introduction
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