At first glance wellbeing at work might be seen as paternalistic and ‘fluffy’, and it is clear that a focus on mindfulness and individual activities like yoga does not immediately connect with everyone. Although wellbeing is often located at the level of the individual, there are other equally significant zones:
Cultural and structural (employers setting the culture, the role of appraisals, line management etc). Employers have a vital role here and changes can happen relatively quickly and with little investment.
Investment (larger initiatives that require financial investment like a new office environment, improved salaries, benefits etc). These initiatives may take more time because of the financial commitment but employers can build them into long-term planning.
Wider society/sector (inequality, social exclusion, environmental change etc). Although their influence might be limited, employers do have a role in promoting wider change that creates more equal and happier societies.
Is wellbeing the same as happiness?
Emotional health is complex. Stress and anxiety are normal and necessary responses to ordinary life[1]. Wellbeing does not mean that we reject these emotions entirely, and they can often be useful at work. For example fear is an excellent way of ensuring you meet your deadlines. If wellbeing is not just about pleasure or seeking positive emotions, what then does wellbeing at work cover?
What are the drivers of wellbeing at work?
Wellbeing at work covers both the negative (sickness, stress, bullying, poor health) and the positive (leadership, communications, good working environment). I have chosen five areas below, giving a few examples of how each area is manifested in the workplace.
Health
Because we spend so much time there, our workplaces can have a huge effect on our mental and physical health. Our activity levels, healthy eating and resilience can be influenced by work.
Connecting
Although individuals differ in how much value they place on social relationships in a work setting, communication is vital in collaborative working. Routine interactions such as 1-1s and meetings are ways of connecting, as is a sense of being valued and appreciated.
Learning
On an organisational level this includes ensuring appropriate training, and on a personal level covers awareness, reflection, trying new things and personal growth.
Purpose
A clearly defined mission, vision and values is important in creating a shared sense of purpose at work. Personal objectives that contribute to that overall mission help give individuals the sense of direction that is important in wellbeing.
Environment
This includes workload, variety, autonomy, job security, the physical office environment and pay.
Different organisations have defined other drivers for general wellbeing, e.g. NHS 5 Steps to Mental Wellbeing[2] and Action for Happiness’ 10 Keys to Happier Living[3].
Is wellbeing the responsibility of an individual or their employer?
ACAS is clear that, ‘responsibility for health and wellbeing at work belongs to both employers and employees’[4]. The Stevenson/Farmer Review of Mental Health & Employers (2017)[5] recommends that all employers, ‘produce, implement and communicate a mental health at work plan’. A wellbeing at work strategy is simply a plan to support your employees to be as healthy and satisfied at work as possible, and a good one covers each of the areas above. Organisations are increasingly adopting wellbeing initiatives due to a growing awareness of their importance to an organisation’s fundamental effectiveness.
Summary
Our sense of wellbeing at work is constructed by a complex array of personal, organisational and societal factors. What we do at work, why we do it, and the organisation’s cultures and structures all influence how we feel and how effective we are. The best approach to developing a wellbeing strategy is to look at a range of these diverse factors.
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[2] 5 Steps to Mental Wellbeing, NHS
[3] 10 Keys to Happier Living, Action for Happiness
[4] Advisory booklet: Health, Work and Wellbeing, ACAS
[5] Thriving at work The Stevenson / Farmer review of mental health and employers (October 2017)