Well-Being Champion Impact on Employee Engagement, Staff Satisfaction, and Employee Well-Being

Abstract

Objective To evaluate the potential impact of a workplace well-being champion on employee and organizational measures of well-being. Patients and Methods Baseline well-being measures were collected in October 2-20, 2017 and analyzed from January 1, 2018 through June 30, 2018 by incorporating a focused question set (addressing meaning in work, work-life integration, and physical, social, financial, emotional, and general well-being) into the biennial Mayo Clinic All-Staff Survey. Results The survey was distributed to 64,059 employees, with a response rate of 73%. Employees with a work unit well-being champion had more favorable responses overall than did employees reporting no well-being champion. The percentage responding “favorably” to each well-being measure differed from 2 to 12 percentage points and were all highly statistically significant ( P <.001). Measures with the greatest difference included questions associated with the well-being domains of physical (85% vs 73%), social (84% vs 72%), and financial (72% vs 63%), as well as general well-being (69% vs 60%). Those reporting having a well-being champion had more favorable responses to several questions regarding the immediate supervisor and the work environment being conducive to carry out organizational values, trust within the work unit, ability to speak freely, efforts to make everyone feel a part of the team, and accountability within the work unit. Conclusion Having a work unit well-being champion, coupled with an organizational commitment to employee well-being, is associated with better employee engagement, satisfaction, and perception of personal well-being, as well as a more favorable perception of the organization, strongly supporting the multilevel benefits of a robust well-being champion program.

Workplace Wellbeing Groups and Champions: A remedy for lack of human resource for workplace wellbeing functions?

“…In this effort management involvement and commitment throughout is equally essential. Most notably addressing the obstacles and creating conditions for employees to practice healthy lifestyles within work settings are important (9).…”

“…Pioneering this task under the Helping Great Britain Work Well Strategy, the Health and Safety Executive of United Kingdom (UK) has introduced Wellbeing Champion Program (WCP) in workplaces as a novel approach to implement employee wellbeing programs in the UK (8)(9). The wellbeing or business champions are identified as drivers to forward organizational change with the aim of producing a culture that promotes wellbeing specific to the respective work setting.…”

“…The functions of these wellbeing champions were based on an organizational wellbeing strategy, which mainly focused on six pillars of wellbeing: social, physical, emotional, financial, work-life integration and meaning of work. Behaviour change principles and social cognitive theory provide base for a well-designed WCP, emphasising the importance of peer support and social networks for individual behaviour (9). Wellbeing champions provide a critical peer support needed to improve and maintain healthy behaviours among coworkers.…”

“…As a measure of rewarding the champions and their supervisors, the wellbeing specialists coordinate annual recognition banquet, celebrate both champion role and the support of the supervisor. Awards are given for honours such as 'supervisor of the year', 'well-being champion of the year', 'best well-space' and 'unsung hero' (9).…”

“…However, WCP could impact the wellbeing and satisfaction when implemented as part of a comprehensive employee wellbeing strategy. Furthermore, leadership influence is likely to be pivotal hence engaging senior management and employers in promoting activities from inception is vital (8)(9).…”