Developing Wellbeing: Exposing the Effects of
Workplace Wellness Initiatives
Fostering employee wellbeing in the modern
workplace extends beyond conventional perks. This blog article explores how
employee wellness programmes were implemented and what a transformational
influence they had, highlighting the ways in which these efforts improve
employee happiness, health, and overall efficiency.
The Development of Wellness Initiatives for Employees:
Approach to Holistic Wellbeing: Since 2010, wellness initiatives have expanded to include social, emotional, and mental wellbeing in addition to physical health (Chapman, 2018). Companies understand how these factors are related to one another and how they affect total worker happiness.
Integration of Technology: Technology has completely changed the way that wellness programmes operate. Wellbeing efforts become increasingly accessible and engaging with the help of apps, wearable devices, and online platforms that allow personalised health tracking and participation (Dachner, Ellingson, Noe, and Saxton, 2021).
Support for Mental Health: Post-2010 wellness programmes frequently incorporate tools for stress management, counselling services, and mindfulness exercises because they recognise the significance of mental health (Ardebili, Naserbakht, Bernstein, Alazmani-Noodeh, Hakimi, and Ranjbar, 2021).
Adaptable Work Schedules: A key component of wellbeing is having the freedom to manage one's personal and professional lives. In order to meet the varied demands of their workforce, employers are adopting remote work and flexible work hours (Mashour, Roelfsema, Changeux, and Dehaene, 2020).
Assessing Effect:
Surveys of employee satisfaction: Surveys of employee happiness are used by organisations after 2010 to evaluate the success of wellness initiatives. Programme element feedback enables efforts to be better tailored to the needs of employees (Lusardi, Hasler, and Yakoboski, 2021).
Metrics for health outcomes: Health insurance incentives are frequently linked to wellness programmes. Programme effect may be quantified by monitoring health parameters such decreased absenteeism, decreased healthcare expenses, and better health outcomes (Baicker et al., 2018).
Problems and Solutions:
Engagement of Employees: Maintaining interest is still difficult. Increased engagement is a result of creative tactics including gamification, societal challenges, and customised rewards (Burnett, and Lisk, 2021).
Inclusivity: It is essential to make sure wellness
programmes are inclusive. After 2010, businesses concentrate on developing
varied programmes that meet different requirements and encourage a wellbeing
culture among all staff members (Burnett, and Lisk, 2021).
With the increased focus on comprehensive
wellbeing, employee wellness programmes have been essential to the success of
organisations since 2010. Through the promotion of a culture that prioritises
wellbeing, contentment, and efficiency, these initiatives demonstrate a
dedication to the workforce's total prosperity.
References
Ardebili, M.E., Naserbakht, M., Bernstein, C.,
Alazmani-Noodeh, F., Hakimi, H. and Ranjbar, H., 2021. Healthcare providers
experience of working during the COVID-19 pandemic: a qualitative study. American
journal of infection control, 49(5), pp.547-554.
Baicker, K., Cutler, D., Song, Z., (2018).
Workplace Wellness Programs Can Generate Savings. Health Affairs, 37(3),
468-476.
Burnett, J.R. and Lisk, T.C., 2021. The future of employee
engagement: Real-time monitoring and digital tools for engaging a workforce.
In International Perspectives on Employee Engagement (pp.
117-128). Routledge.
Chapman, L. S. (2018). Meta-Evaluation of
Worksite Health Promotion Economic Return Studies: 2012 Update. American
Journal of Health Promotion, 32(6), 1605–1616.
Dachner, A.M., Ellingson, J.E., Noe, R.A. and Saxton, B.M.,
2021. The future of employee development. Human Resource Management
Review, 31(2), p.100732.
Lusardi, A., Hasler, A. and Yakoboski, P.J., 2021. Building
up financial literacy and financial resilience. Mind & Society, 20,
pp.181-187.
Mashour, G.A., Roelfsema, P., Changeux, J.P. and Dehaene, S., 2020. Conscious processing and the global neuronal workspace hypothesis. Neuron, 105(5), pp.776-798.
Organizations must prioritize people and purpose over processes. They must venture beyond traditional norms and explore creative solutions to support the workforce effectively. Companies that prioritize employee well-being and experience will gain a competitive advantage as the world builds back from the COVID-19 pandemic. There are few ways that companies can safeguard the well-being of their employees.
ReplyDeleteEg: 360-degree wellness, feedback-based action, communication
(Puravankara, 2021)
Agreed. As there are many aspects which has changed in the post-pandemic stage organizations should change their strategies and safeguard their well-being with the support of new techniques.
ReplyDeleteAgreed, employee is an asset to the organization therefore organizational should take care of their professional and personal growth. workplace wellbeing is happiness in work environment. According to Employee Well-being statistics UK (2023) workplace heath can cause by stress, anxiety and depression, musculoskeletal health, financial heath.
ReplyDeleteLeadership behavior is another factor that impacts Employee wellbeing mostly on the mental wellbeing aspects, this is an area where much direct research has not been done. (Inceoglu et al., 2018) discusses this in detail with an extensive literature review and proposing a "theoretical framework" to determine the impact of leadership behavior on employee well-being. This is another area that we can look in to further.
ReplyDeleteReally important blog. Exploring workplace wellness initiatives can offer valuable insights into improving overall wellbeing.
ReplyDelete