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Workplace culture
Creating a healthy culture
Investing in workplace wellbeing delivers tangible returns. For example, reduced absence and improved productivity.1 Although, estimates of this return on investment vary.
In part, this is down to the different approaches taken towards delivering wellbeing support. However, it also reflects differing workforce demographics. That’s why one-size doesn’t fit all when it comes to creating a culture which fosters preventative and proactive healthcare in the workplace.
Resilience
The Chartered Institute of Personnel and Development (CIPD) says,
“Investing in employee wellbeing can lead to increased resilience, better employee engagement, reduced sickness absence and higher performance and productivity.2
However, wellbeing initiatives often fall short of their potential because they stand alone, isolated from the everyday business.
To gain real benefit, employee wellbeing priorities must be integrated throughout an organisation, embedded in its culture, leadership and people management.”
Strategic thinking, not sushi
Sir Cary Cooper, Professor of Organisational Psychology and Health at Manchester Business School, says,
“Wellbeing isn’t about sushi and mindfulness at lunch time, it’s about thinking strategically.3
How do we get more line managers with emotional intelligence? How do we make people feel they can work flexibly without feeling threatened? How do we get rid of the long hours culture? How do we control emails?”
Good practice
So what does an effective approach to workplace wellbeing look like in practice?
Dr Caroline Wood, Head of Behavioural Insights and Research, Bupa Global and UK, says,
“Studies show that simply providing information and advice on healthier lifestyles is not enough.4 Buy-in from senior teams, support from line-managers and strong employee engagement are all needed to deliver effective workplace wellbeing.
Line-managers are particularly important as they are best placed to spot any early signs that a team member is struggling, or to identify any issues around workloads and ways of working which might impact employee health and wellbeing.
In order to do this, line managers need the right training and resources to support teams, as well as good lines of communication with senior management to ensure workplace wellbeing is embedded in all policies and practices."
Dr Wood adds,
“Workplace wellbeing should be seen as an integral component of Corporate Social Responsibility, which takes in the multiple factors that influence employee health."
Domain gains
The Chartered Institute of Personnel and Development (CIPD) takes a similar approach and highlights seven key domains to consider: 2
Health
Includes both physical and mental health as well as physical safety and safe working practices. Health checks, occupational health support, employee assistance programmes, risk assessments and stress management.
Good work
Good work takes in the working environment. Key pillars include effective line management, pay and reward, workloads, job design, and change management.
Values and Principles
Encompasses inclusion and diversity, governance and values-based leadership.
Collective and Social
Teamworking, management styles, communication and employee involvement in decision making.
Personal growth
Teamworking, management styles, communication and employee involvement in decision making.
Good lifestyle choices
Promote physical activity and healthy eating with initiatives such as lunchtime exercise offerings and healthy menu choices in the canteen.
Financial wellbeing
Focuses on fair pay and benefits, retirement planning and employee assistance programmes around financial management and debt counselling.
Dr Wood says,
“As these domains show, multiple and often interconnected issues will impact employee wellbeing. It’s important that initiatives designed to support healthier and happier teams reflect this”.
Tailored strategies
“Shift workers, for instance, face unique health challenges around the way their work patterns impact sleep and lifestyle choices”.
“A predominantly female workforce will have greater demand for support around fertility, pregnancy and menopause."
Behavioural Insights
Achieving behaviour change can be a challenge. However, Bupa’s Behavioural Insights can support businesses by showing how the latest evidence and workplace metrics can be used to shape tailored wellbeing strategies that work.
For instance, the way support is delivered and signposted will play a big part in the success, or failure, of any strategy to promote and support wellbeing
Studies show that leading by example is helpful. However, employees are often sceptical of top-down interventions and tend to prefer peer-to-peer programmes.5
Sir Cary Cooper agrees,
“Whatever you do, don’t impose on people. If you do that, they won’t accept it and you’ll have problems.”
He believes, “Taking into account what people say is fundamental and you need to test the water every couple of years. Ask people what can be done to make this a nicer place to come to work.”
Dr Wood concludes,
“Bupa can provide the support and resources to start those conversations, and help organisations to ensure their approach to workplace wellbeing builds healthier, happier teams and delivers a real return on investment.”
Resources and guides
How to increase energy and productivity within your team
We explore 6 ways you can help your employees stay on top of their game. We cover topics such as working from home and how to promote a healthy lifestyle.
How learning can benefit your team’s mental health
Creating a learning culture within your organisation can help boost employee mental health as well as work productivity.
1 Centers for Disease Control and Prevention, February 2022.
2 CIPD, Wellbeing at work factsheet, June 2023.
3 Work in mind, How to improve workplace wellbeing, 2019.
4 Scand J Work Environ Health, Decades of workplace health promotion research: marginal gains or a bright future ahead, DOI: 10.5271/sjweh.3995
5 Rossi, P., Miele, F. & Piras, E.M. The co-production of a workplace health promotion program: expected benefits, contested boundaries, DOI: 10.1057/s41285-022-00186-4
