Workplace wellbeing programs: If you build it they may NOT come…because it’s not what they really need!

Spence, Gordon B.

doi:10.5502/ijw.v5i2.7

Cited by 42 publications

(46 citation statements)

References 39 publications

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“…Providing employees with a wellbeing programme which actually meets their needs is an essential step in ensuring that participation in the programme is increased (Spence, 2015). Rather than providing a one-size-fits-all wellbeing programme, this case study provides evidence that it is possible to provide elements tailored to specific needs.…”

Section: Discussionmentioning

confidence: 99%

“…In one report, for example, the benefit-cost ratio across different organisations ranged from 1 to 34 (PwC, 2008). While the factors contributing to good ROI are complex, one issue that frequently arises is the need to plan the provision of different elements based on what the employees actually need or value (Spence, 2015). Too often, organisations adopt a haphazard approach to developing wellbeing programmes: investing in a wide range of initiatives without being sure which elements will be effective.…”

Section: Wellbeing Provision At Work and Return On Investmentmentioning

confidence: 99%

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The development and longitudinal evaluation of a wellbeing programme: An organisation case study

Sutton¹,

Evans²,

Davies³

et al. 2016

Intnl. J. Wellbeing

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Abstract:Wellbeing programmes are often initiated in organisations based on an assumption that they will promote employee engagement and performance. But the specific elements of a wellbeing programme are rarely evaluated for their efficacy. This case study reports on the development and refinement of a wellbeing programme at a large multi-site European organisation, analysing the utility of wellbeing offerings and the impact of the programme on employee wellbeing over the course of five years. Results from two internal surveys were analysed. The first, conducted at 18-month intervals between 2009 and 2014, evaluated employee engagement. The second, a tailored wellbeing survey conducted in 2014, measured employee wellbeing and perceptions of the individual wellbeing programme offerings. A number of key findings emerged: the wellbeing programme was highly regarded and reported to have a positive impact on employee engagement, some elements of the programme were better received than others, and there were significant differences in the wellbeing levels of different groups. Regression analyses provide evidence for the need to take account of individual employees' current levels of wellbeing when tailoring a wellbeing programme for them, with current wellbeing predicting up to 11% of the variance in preference for different elements of the programme. Results highlight some of the complexities that organisations should be aware of when understanding employee wellbeing, including the effect of national culture, job grade and current wellbeing levels. This case study provides insight into the development of a wellbeing programme and evidence for its positive contribution to employee engagement.

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Section: Discussionmentioning

confidence: 99%

Section: Wellbeing Provision At Work and Return On Investmentmentioning

confidence: 99%

The development and longitudinal evaluation of a wellbeing programme: An organisation case study

Sutton¹,

Evans²,

Davies³

et al. 2016

Intnl. J. Wellbeing

View full text Add to dashboard Cite

show abstract

“…The promotion of positive wellbeing has attempted to be addressed by many organisations (CIPD, 2016a) but it has been relatively slow due to some not realising their role in this, the full impact it can have on productivity (PwC, 2008), what exactly they should be implementing and in some circumstances what wellbeing truly encompasses (Low et al, 2016;Spence, 2015;Thomson, 2015).…”

Section: Mental Health and Wellbeingmentioning

confidence: 99%

“…Whilst these observations are general to the industry to establish the most beneficial support system for any organisation you must engage your employees in the process and make it suitable for their needs or it may become a costly venture with little benefit (Zoller, 2014;PwC, 2008;Spence, 2015). Even once we establish the mental health and wellbeing needs of our employees we must not forget these can and will change over time and the course of a career.…”

Section: Wellbeing Initiativesmentioning

confidence: 99%

Exploring the Mental Health and Wellbeing Needs of Workers in the UK Automotive Industry

Gellatly

2019

IJMAR

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The purpose of this research was to explore the mental health and wellbeing needs of employees in the automotive sector, to understand the types of initiatives these employees would appreciate and how to promote them effectively.The research was approached with an exploratory, qualitative design. The collection of employee knowledge and opinion was undertaken utilising in-depth and semi structured interviews with a small cross-sectional group of employees.The main findings from the research showed that mental health presenteeism and leaveism are commonly occurring. It was found that individual understanding of wellbeing differed due to conflicting terminology and that where the company excelled in the areas of health and safety employees experienced unhappiness with working hours, work life balance and pay and reward.Research of this scope was original to the company and the automotive sector thus providing great insight. These employees showed there was less need for complex well-being programmes and that there was a keenness for mental health to be recognised and discussed more to help diminish the attached stigma.This research also questions: who is really best suited to support employee wellbeing? Whilst research highlights the importance of managers in this process, it also confirms, as with this study, that they are the employees with the worst wellbeing and therefore unlikely to be those best suited to provide this support. If managers wellbeing is not boosted it is unlikely that they can bring about desired improvements and bridging this gap requires future consideration.

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“…The technology of formation of healthy lifestyle of employees is a complex of forms, means, methods, aimed at achieving optimal results in maintaining physical, mental, moral and social well-being of an employee (Konovalova, 2010;Karanika-Murray et al, 2013;Mellor & Webster, 2013;Spence, 2015).…”

Section: Methods Of Social Work With Personnelmentioning

confidence: 99%

Social Work As Prerequisite Of Social Welfare Of Personnel In Organization

Svistunov¹,

Митрофанова²,

Konovalova³

et al. 2018

The European Proceedings of Social and Behavioural Sciences

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The article investigates and describes essence of social work with personnel and draws some conclusions based on a new approach to defining social work with personnel, describes scientific and theoretical foundations of the concept of social work with personnel in the organization and its main elements. It focuses on methodological foundations and identifies main elements of the methodological base of social work with personnel, defines its subjects, objects, target, goals and tasks. This study is also devoted to analysis of conformity of social work with personnel within natural laws and examines general and specific principles of social work with personnel, its general functions (ethical, prognostication, preventive, communication) and concrete functions (social security, social aid, social services, social insurance). It classifies methods of social work with personnel based on such indications as direction and forms, objects and subjects of social work. The article also deals with means of social work with personnel and describes its technologies, identifying differences between traditional general technologies (social diagnostics, social examination, social foresight, communication skills, public regulations, skills, social insurance, social adaptation, social counseling, social security), special technologies (used when dealing with workers having very young children or large families, elderly or young workers applying for a job for the first time, disabled workers) and innovation technologies. It also defines essence of management and organization of social work with personnel. The main result of the study is a proposed methodological concept of social work with personnel in the organization representing the content of the given notion.

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Workplace wellbeing programs: If you build it they may NOT come…because it’s not what they really need!

Cited by 42 publications

References 39 publications

The development and longitudinal evaluation of a wellbeing programme: An organisation case study

The development and longitudinal evaluation of a wellbeing programme: An organisation case study

Exploring the Mental Health and Wellbeing Needs of Workers in the UK Automotive Industry

Social Work As Prerequisite Of Social Welfare Of Personnel In Organization

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