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Anyone with responsibility for wellbeing at their workplace could find themselves looking at a wide range of practices from mental health support, the ergonomic setup of desks, employee safety policies or the tax implications of the cycle to work scheme. In our research, we investigated how employers are using the physical workplace to boost workforce wellbeing. We found employers were using a combination of practices to maintain wellbeing in their workplace. An effective wellbeing strategy considers four elements – individual resilience, the challenges of the job, the environment and the organisation’s culture. When these elements are considered together, employers were more likely to benefit from improved productivity and performance as well as higher employee retention and lower absence.
This report presents overwhelming evidence that office design significantly impacts the health, wellbeing and productivity of staff. The report finds that a range of factors – from air quality and lighting, to views of nature and interior layout – can affect the health, satisfaction and job performance of office workers. Health, Wellbeing and Productivity in Offices – sponsored by JLL, Lend Lease and Skanska – also presents a simple toolkit that businesses can use to measure the health, wellbeing and productivity of their buildings and inform financial decision-making.
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.
A global analysis of how organisations are implementing wellness initiatives to create long-term employee health behavior change. The Global Corporate Challenge surveyed health and wellness managers from 378 organisations across all continents and a broad spectrum of industries including: Government, FMCG, Banking, Accounting, I.T, Manufacturing, Mining and more to deliver an in-depth analysis of the current state of workplace health and wellness. Changing health behaviours for the long-term is critical to reducing the developed world’s soaring obesity rate, incidence of chronic disease and their fiscal and cultural impact to organizations. This report provides insight on how organizations are approaching long-term health behavior change and highlights the key successes and challenges these 378 organisations face in the workplace today. The opinions and experiences shared provide a comprehensive global analysis of workplace health and wellness, with key insights for organizations to consider for their strategy and implementation of wellness initiatives.
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.
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 Finnish Institute of Occupational Health (FIOH) co-ordinated the Well-Being at Work project from 1 Jan to 31 Dec 2008. This project was part of the EU's Progress funding programme. Its main target was to produce a completely new European concept of well-being at work that is based on consistent co-operation and dialogue between different partners and groups at the workplace. This involves a shift from a multidisciplinary to an interdisciplinary operating method, and merging the perspectives of Health Promotion, Occupational Health Services (OHS), Safety Management, Human Resources and Productivity in order to ensure their simultaneous and effective impact at the workplace. 
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.
“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…