Happiness has a pulse – Complete this short survey and in just a few minutes you can understand more about your happiness and explore simple ways to grow happiness where you are. This is part of the Happy City Index - the world’s first city-wide, comprehensive, live measure of happiness and wellbeing. It will revolutionise how cities are developed across the world.
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Wellbeing is a dynamic multidisciplinary concept for a better future. We can see wellbeing as a balance point between resources and challenges, autonomy and intensity, as well as support and demand. Any system to measure, understand, or increase wellbeing must contain multidisciplinary theories and findings, incorporate co-responsibility and appreciative inquiry, and include feedback loops that allow for accurate measurement of the challenges and resources available on any given day. The purpose of this paper is to integrate a new definition of wellbeing with theory and research from multiple disciplines to create a framework for the real practice of measuring wellbeing.
Research has shown that the amount and quality of social connections with people around us are vitally important to an individual’s well-being and should be considered when making any assessment of National Well-being.This article focuses on people’s relationships with both family and friends. However, these relationships do not operate in isolation, and relationships within the wider community and the workplace are also analysed. The ONS Measuring National Well-being programme aims to produce accepted and trusted measures of the well-being of the nation - how the UK as a whole is doing. A Report Chris Randall, Office for National Statistics.
Eva invites you to join a collective paradigm change that inspires us to stop fixing our weaknesses and start leveraging our personal strengths.
While GDP became during the past century a recognized measure for a countries well-being, recent years have demonstrated that the level of true happiness in a country disconnects from its economic development -- having reached a certain minimum threshold. Long before research has confirmed this fact by empiric science, the King of Bhutan has concentrated the entire political focus of the country on a measure called "Gross National Happiness" (GNH). While this model has entered global political discussion in recent years, it has not yet managed to enter the economic world. The concept of "Gross Corporate Happiness" (GCH) is an attempt to transfer the Bhutan model into the corporate world, where the true idea of man has yet been completely ignored in traditional economic teachings. In a world where material Economic Growth is reaching the limits of the planet and motivation of employees through material benefits has lead to a wide frustration of individuals with work life, this concept of "GCH" intends to offer alternative roadway to human development
What motivates us to work? Contrary to conventional wisdom, it isn't just money. But it's not exactly joy either. It seems that most of us thrive by making constant progress and feeling a sense of purpose. Behavioral economist Dan Ariely presents two eye-opening experiments that reveal our unexpected and nuanced attitudes toward meaning in our work.
This report provides an overview of the GLADS project, the main messages that came out of it and the key conclusions. The main purpose of the report is to work as a general record of the Good Lives and Decent Societies (GLADS) seminar series, not as a summary of each and every presentation. It has been written to give a flavour of the events, not a blow-by-blow account. It is principally aimed at a policy and practice audience, and more generally for anyone interested in the wellbeing debate. GLADS was designed to stimulate multi-disciplinary collaboration between academics, policy makers and practitioners. It aimed to increase understanding, facilitate the sharing of learning and generate new insights into how to embed the multi-faceted notion of societal wellbeing and social progress into decision-making to enable everyone to live a good live in a decent society.
The aim of this guide is to promote a holistic, proactive approach to managing health and wellbeing issues at work. It also aims to encourage occupational safety and health practitioners to work with others, particularly occupational health and human resources specialists, to improve employees’ work performance and reduce sickness absence through: - identifying and addressing the causes of workplace injury and ill health, as required by health and safety law - addressing the impact of health on the capacity of employees to work, eg support those with disabilities and health conditions, and rehabilitation - promoting healthier lifestyles and therefore making a positive impact on the general health of the workforce. It’s not the intention of this guide to provide in-depth guidance or advice on specific health issues. The guide refers to UK law, statistics and examples. Readers from outside the UK who want to apply its findings should be aware of possible differences and may need to use data from theirown countries.
This resource guide aims to support employers and employees to access information on improving health and wellbeing at work. Putting in place an effective workplace health programme that meets the needs of each business requires access to effective tools and information, which will help assess the needs of employees and assist with developing and implementing plans. This guide uses the World Health Organization (WHO) model as the basis for developing a workplace health programme. The WHO model involves eight stages and four aspects of the working environment. Included in the guide are information and contact details for organisations in Northern Ireland that can provide information and support to businesses on each of these aspects. The guide also includes case studies on local businesses that implemented a workplace health programme and a sample health and wellbeing action plan.
Chaired by former minister for mental health, Paul Burstow MP, the CentreForum Mental Health Commission concludes its 12 month study on the state of wellbeing in England by identifying five key priorities between now and 2020. The Commission's final report titled 'The pursuit of happiness' calls on policymakers to: • Establish the mental wellbeing of the nation or the “pursuit of happiness” as a clear and measurable goal of government. • Roll out a National Wellbeing Programme to promote mutual support, self-care and recovery, and reduce the crippling stigma that too often goes hand in hand with mental ill health. • Prioritise investment in the mental health of children and young people right from conception. • Make places of work mental health friendly with government leading the way as an employer. • Better equip primary care to identify and treat mental health problems, closing the treatment gap that leaves one in four of the adult population needlessly suffering from depression and anxiety and 1-2% experiencing a severe mental illness such as schizophrenia. The report also calls for parity of funding for mental health which currently receives 13% of NHS spend in England but accounts for 23% of demand. It is estimated that £13 billion is overspent every year on dealing with the physical health consequences of this unmet need.
The evidence in this whitepaper report has been drawn from three distinct perspectives: academic research, research by consultancies and organisational case studies. There are small case study vignettes in the main body of the report, but more detailed case studies for each of these are available on this website. This paper sets out the evidence for the linkage between employee engagement and wellbeing, and the consequential impact on individual and organisational performance. Engage for Success started to investigate the importance of the links between engagement and wellbeing because of a groundswell of requests for us to examine this rich subject area. This report is written for an audience of chief executives and HR directors as well as wellbeing and employee engagement specialists – whether they may work in-house or as external consultants. That said, we hope this will be a useful paper for all managers and leaders, regardless of whether they work in public, private or not-for-profit sectors, and regardless of organisational size.
'Well-being' has become one of the most over-used phrases in the English language. It helps sell anything from yogurt to holidays, pillows to pills. For some people the phrase refers to levels of happiness, while others think of it as a healthy body and mind. The government has even started a well-being index intended to gauge the quality of life of people in the UK, as well as environmental and sustainability issues and even the country's economic performance. This guide gives advice on the wide range of attempts being made to promote 'well-being'. It will help reps tackle management when work and work practices are likely to be the cause of workforce ill health.
Workforce health plays a key role for the City of London in maintaining quality of life for its workforce and a competitive business environment. Evidence suggests that a healthy workforce is more productive and has lower turnover. The need to prioritise employee health and wellbeing is a key consideration that benefits both individuals and businesses and the wider economy. This research looks at the range of workplace health and wellbeing interventions that organisations are using to retain their competitive advantage in a challenging economic environment. It investigates the published evidence for best practice in workplace health promotion, and explores, through interviews, how this relates to the real-life experiences of large financial and professional services firms in the City. The research focuses on four areas of good practice: health promotion and wellness programmes, mental wellbeing, back pain and musculoskeletal health, and individual vs. organisational approaches.
This toolkit provide you with hands-on resources to get your business off the ground. It includes your very own Happy Startups Canvas to write up a one–page business plan, tools to create user personas, tons of ideas for testing your assumptions including tips on interviewing customers and a list of must read articles, video clips and a list of the most useful books to read on the market.
This book covers 4 steps to a happy startup: From passion, purpose and people, to profits. It’s the perfect introductory to building your own happy business if you’re a budding entrepreneur.
As part of a year-long commission, the 'Wellbeing and Policy' report seeks to illustrate the strengths and limitations of wellbeing analysis and provides original and authoritative guidance on the implications for public policy. It is widely agreed that GDP is an important yet insufficient measure of national success. In an attempt to broaden the scope for public policy analysis, a lot of progress has been made on developing the measurement of individual wellbeing, but a lot remains to be done on how best to apply these data to policymaking. The Commission on Wellbeing and Policy works to fill this gap and explore how wellbeing analysis can be usefully applied to policy.
Work can have a positive impact on our health and wellbeing. Healthy and well-motivated employees can have an equally positive impact on the productivity and effectiveness of a business. This booklet helps you to understand the interaction between health and wellbeing and work by focusing on: the relationships between line managers and employees the importance of getting employees involved job design, flexible working and the use of occupational health. "Managing health, work and wellbeing is the responsibility of both the employer and the employee." We also take a closer look at mental health, musculoskeletal disorders and stress. There are sample policies for managing alcohol and drug problems at Appendix 2. The booklet does not deal in detail with an employer's statutory health and safety responsibilities.
The Workplace Wellbeing Charter is a statement about the way in which you run your business and support your workforce, demonstrated by adherence to a set of standards. To achieve the Charter you will be asked to demonstrate your commitment and support by taking action to implement any changes which may be necessary in your organisation. The standards contained within this charter are not exhaustive and are intended to set a minimum standard on which your organization can build. They are a guide to what success can look like and a way of benchmarking that success against other. Charter aims and objectives: - Introduce clear, easy to use well-being standards. - Improve well-being and reduce absenteeism. - Provide tools to measure and evaluate progress. - Identify and share good practice and real-life examples. - Show that workplace health and well-being is a worthwhile investment.
This self-assessment contains standards under each of the main areas that your organisation can address to improve the health and well-being of your employees. The purpose of the standards are to provide a guide as to what steps can be taken and give an indication of where you may need to improve, or where you are doing well. Under each area, the standards are separated into three categories: Commitment, Achievement and Excellence. These categories are there to provide a general overview as to how you are performing in each area.
Nic Marks, creator of the Centre for Well-Being, talks about his work in recent years with the New Economics Foundation Consulting developing a set of tools for promoting happiness and wellbeing at work. This event was run by Schumacher College in association with the Network Of Wellbeing.
“Imagine a workplace where people are energised and motivated by being in control of the work they do. Imagine they are trusted and given freedom, within clear guidelines, to decide how to achieve their results. Imagine they are able to get the life balance they want. Imagine they are valued according to the work they do, rather than the number of hours they spend at their desk. Wouldn’t you want to work there? Wouldn’t it also be the place that would enable you to work at your best and most productive?” The Happy Manifesto is a non-fictional guide to anyone wanting to improve their workplace, this is Happy’s open and loud call for change. We need better, and happier, workplaces. We need a new kind of management…
One of the most important roles a trade union can play is to ensure the welfare, health and safety of its members. For nearly two hundred years this has been one of the 'added values' of trade union organisation. Independent academic evidence shows that trade union safety representatives can make the workplace twice as safe as those workplaces that don't recognise a union.
The Great Transition – from economic growth to growth in wellbeing. Broadcast from Bishopsgate Institute, London. A day of inspiring speakers, great music, thoughtful poets and tasty food. The purpose of this event was to discuss – and demonstrate – how we can move from a devotion to economic growth to the joy of wellbeing. Speakers included: Jonathon Porritt; Fiona Reynolds; Richard Layard; Caroline Lucas; Polly Higgins; Patrick Holden; Fiona Reynolds; Satish Kumar and Nic Marks. Musicians include: Barb Jungr; Craig Pruess and Sophie Stammers. Dance from Bhavan, and poetry from Matt Harvey and Martin Powell. The day celebrates Resurgence's 45th anniversary and also the merger of Resurgence and The Ecologist. The merger brings together Resurgence's focus on cultural, spiritual and artistic. Check out the videos from this event to learn more!
The State of Happiness brings together four years of groundbreaking work based on in-depth pilots – from teaching resilience to children in schools to promoting neighbourliness – with three councils in very different areas of the country: Manchester, Hertfordshire and South Tyneside.This report from the Young Foundation and Local Government and Improvement highlights that promoting and influencing happiness is no longer an airy aspiration. As the recession forces difficult public spending choices, services focused on wellbeing are delivering widespread economic and social benefits – especially to children.
This Emotional Resilience Toolkit provides practical guidance in promoting the resilience of individuals and teams in companies as part of an integrated health and wellbeing programme. Created by employers for employers.
This Toolkit provides practical guidance in promoting learning & development in companies as part of an integrated health and wellbeing programme.
Today, we have a new body of science that shows just how many other factors are also important for well-being. That is why the OECD has for several years been attempting to redefine progress, and why in July 2011, the UN General Assembly advocated more priority for policies that promote happiness. To increase well-being, new priorities are needed for governments and communities, as well as families and business. We should all care about well-being because it helps produce other good things that we care about – happier workers generate better performance for companies; happier people have more successful families and create more harmonious communities. In this report, we look in turn at well-being in three key areas of our life that affect each one of us: work, family and community. The report is about people and not abstractions. To underline this point we use the following headings: Me and my work, Me and my family, Me and my community.
Over the last 30 years, there has been a considerable growth in academic research on the causes of well-being. In general, this literature gives a fairly consistent picture of which factors have associations with subjective well-being. However, it is only in the last few years that there has been the corresponding level of interest from policymakers at national level. This is seen, for example, by the start of a programme of work at the UK Office for National Statistics, commissioned by the Prime Minister, on Measuring National Well-being. This document aims to provide the tools necessary to transfer this academic knowledge into a practical format for policymakers.
One of the key aims of a democratic government is to promote the good life: a flourishing society, where citizens are happy, healthy, capable and engaged – in other words with high levels of well-being. But in prioritising economic growth at all costs, government has lost sight of this ultimate aim. This manisto seeks to put well-being back at the centre of policymaking.
nef believes that economic policy should be designed to maximise well-being in a way that is sustainable and socially just. This working paper is about some of the policy implications of targeting well-being. The first part introduces the concept, explaining why and what we are targeting; the second part presents some of the key empirical findings; and the third part draws together the implications for policy. This is work in progress: research is ongoing.