From well-being to outperforming: how to up your game
| Published date | 09 April 2018 |
| DOI | https://doi.org/10.1108/SHR-01-2018-0008 |
| Date | 09 April 2018 |
| Pages | 66-71 |
| Author | Silvina Brangold |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
From well-being to outperforming: how to
up your game
Silvina Brangold
Abstract
Purpose –To provide thought-provoking rationale and requirements for creating a culture of wellbeing
that is sustainable and impactful,one that can benefit both employees and the organisationas a whole,
drivingboth engagement and performance.
Design/methodology/approach –Research in the areas of psycho-biology of stress and resilience,
organisational psychology, neurosciences, behavioural economics. Evaluation of reports and case
studies.
Findings –Promoting wellbeing at work can create sustainable and impactful value when it’s
engrained in the culture of the organisation. This requi res top-team ownership, a bold and business
relevant wellbeing strategy, a holistic approach, and coherence with HR and management
practices.
Originality/value –The bio-psychological response model for wellbeing interventions has been
developedby the author.
Keywords Performance, Culture, Wellbeing, Wellness
Paper type Research paper
What does it take to create a culture of well-being that benefits both employees and
organisations, driving engagement, performance and profit?
Whether to encourage employees to make healthier lifestyle choices, improve engagement
or boost performance, increase the return on the investment of HR interventions or a
combination of the above, most companies are already addressing employee well-being,
one way or another.
However, some still debate whether it is indeed a corporate responsibility, and many
wonder where the boundaries lay: should companies offer or encourage screening?Is it the
company’s duty to persuade an employee to take corrective actions? Can a company
become liable if nothing is done?
Ethical considerations aside, it is widely agreed that work should by no means
contribute to illness or lead to poor health; indeed, injury prevention through the
minimisation of risk factors has been the focus of Health and Safety for many years. But
many companies have realised that this is necessary, but certainly not enough, and
most have embarked on all sorts of health campaigns and programmes, with a wide
range of outcomes. A recent publication by Deloitte reported ROI on mental health
interventions ranging from 0.4:1 to 9:1. Of course, true success can only be claimed
when meaningful results are actually assessed. Let us face it, evaluating a
programme’s reaction or participation does not really account for the benefits of a well-
being initiative. “Increased wellbeing depends upon behaviours to be modified and
sustained in time”, especially if expected to have an impact on performance and
business outcomes. But why should this be an aspiration at all?
Silvina Brangold is based at
Possibilate Ltd, Godalming,
UK.
PAGE 66 jSTRATEGIC HR REVIEW jVOL. 17 NO. 2 2018, pp. 66-71, ©EmeraldPublishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-01-2018-0008
To continue reading
Request your trial