Looking to engage people around workplace wellbeing? Here are five of our key steps to engagement for workplace wellbeing….
1. Role modelling leadership
Leaders have a crucial role to play in engaging people around wellbeing by setting the standards, by making wellbeing part of strategy, and by talking about wellbeing. But more important than that is how they role model wellbeing: a leader who switches off their phone during annual leave or who prioritises their own self-care will let those around them know that ‘it’s ok’ to look after your wellbeing here. Their impact can be profound.
Leaders have a crucial role to play in engaging people around wellbeing by setting the standards, by making wellbeing part of strategy, and by talking about wellbeing. But more important than that is how they role model wellbeing: a leader who switches off their phone during annual leave or who prioritises their own self-care will let those around them know that ‘it’s ok’ to look after your wellbeing here. Their impact can be profound.
2. Manager conversations
Managers are in a unique position to be able to engage staff, and not least around wellbeing. Managers can look out for the signs that someone is struggling and have conversations that support their people to protect and maintain their wellbeing. They can also share positive messages directly – through team meetings, for example – to help to create a culture where wellbeing is supported. Manager conversations can be informal and ad hoc and formal; for example, giving space for wellbeing in the 121.
Managers are in a unique position to be able to engage staff, and not least around wellbeing. Managers can look out for the signs that someone is struggling and have conversations that support their people to protect and maintain their wellbeing. They can also share positive messages directly – through team meetings, for example – to help to create a culture where wellbeing is supported. Manager conversations can be informal and ad hoc and formal; for example, giving space for wellbeing in the 121.
3. Signpost to information
Signpost people to information – and crucially – resources that allow them to look after their wellbeing. Let people know clearly what you can offer to support them, how they can access that support. and what to expect. At different touchpoints and in different formats, remind people of the information and resources that exists to help them: the more recurrent these messages, the more potential for people to engage with these resources at the point they need them.
Signpost people to information – and crucially – resources that allow them to look after their wellbeing. Let people know clearly what you can offer to support them, how they can access that support. and what to expect. At different touchpoints and in different formats, remind people of the information and resources that exists to help them: the more recurrent these messages, the more potential for people to engage with these resources at the point they need them.
4. Embed it
Workplace wellbeing isn’t a one-off initiative and to truly create an organisation where self-care is promoted and empowered, it needs to be embedded into policies and processes. Think about how it can be integrated into recruitment, induction, and management processes. It is important too to make wellbeing part of your organisational dialogue through your communications. Workplace wellbeing should not feel like an ‘add-on’ but ‘just the way that we work here.’
Workplace wellbeing isn’t a one-off initiative and to truly create an organisation where self-care is promoted and empowered, it needs to be embedded into policies and processes. Think about how it can be integrated into recruitment, induction, and management processes. It is important too to make wellbeing part of your organisational dialogue through your communications. Workplace wellbeing should not feel like an ‘add-on’ but ‘just the way that we work here.’
5. Champions
Leaders and managers are vital in creating organisations where wellbeing is empowered and supported – and peer support can make a huge difference too. Having individuals who can champion wellbeing, who can connect to their colleagues, who can promote wellbeing amongst their peers, and who can identify challenges and issues ‘on the ground’ can be very powerful. Having people in place who employees can relate to and feel comfortable talking to can help to maintain the wellbeing momentum in a company. What is crucial though is clearly establishing the parameters of any peer support/champion role.
Leaders and managers are vital in creating organisations where wellbeing is empowered and supported – and peer support can make a huge difference too. Having individuals who can champion wellbeing, who can connect to their colleagues, who can promote wellbeing amongst their peers, and who can identify challenges and issues ‘on the ground’ can be very powerful. Having people in place who employees can relate to and feel comfortable talking to can help to maintain the wellbeing momentum in a company. What is crucial though is clearly establishing the parameters of any peer support/champion role.
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