How to Avoid Well-Washing
Get staff wellbeing really right from the start then carry on the good work...
Choosing the right wellbeing intervention for staff is a bit of a Wild West scenario at the moment. Suddenly there is so much to choose from, fighting for attention, it’s enough to befuddle and paralyse the most well-intentioned wellbeing-lead.
Most organisations by now recognise that some sort of staff wellbeing provision is in order. Many will already have had something in place pre-Covid and may be looking to build on that. Others are still tentative about making the right choice and implementing it properly because they know that staff wellbeing is important, more than just a tick-box exercise - or should be - and they want to get it right.
This is not about what you can get away with. Not just because it shouldn’t be, but because a poorly thought through, substandard staff wellbeing intervention can actually cause more damage than good; in fact it can compound problems.
The right staff wellbeing on the other hand, implemented at the right time at the right place with the right people, can make a profound difference to the success of any organisation. This alone, never mind the ethical reasons for ensuring staff are happy, safe and well at work, should be sufficient to induce organisations to authentically invest in their wellbeing strategy.
Because it’s no longer a case of having to choose between wellbeing or productivity: strategic wellbeing can actually act as a performance enabler.
T’was ever thus to those who understood this. Ensuing benefits of properly rolled out staff wellbeing can include: increased effectiveness/better productivity; decreased absenteeism, improved discretionary energy, enhanced applicant calibre and so much more.
But what is ‘right’ for your organisation? What’s believable, achievable and sustainable remembering that wellbeing is process, not a one-off silver bullet?
Before rushing into procurement it’s prudent to take the time and devote resources to deep dive into your organisation’s staff wellbeing needs. Using both qualitative and quantitive methods you will be able to extract data from which gaps, risks and priorities in staff wellbeing provision will become apparent. You’ll also be able to consider consider how the results fit alongside your organisation’s overarching aims, values and ethos.
From this work specific staff wellbeing aims and objectives can be created (hopefully involving the staff themselves).
Then you’ll have a much clearer idea as to what you’re looking for in a wellbeing provider and be in a better position to brief them properly (should you not have the expertise or capacity in-house and need to outsource).
In support of this work I’ve developed an informal white paper, Awash with Wellbeing, drawing on my thirty years in wellbeing, training and development. This is a positional document which considers the effective scoping and procuring of staff wellbeing products and providers.
Please note the views expressed in Awash with Wellbeing are my own. None of it should be interpreted as recommendation or advice. I am simply sharing my experience of organisational staff wellbeing intervention with the intention of it being useful to others.
Awash with Wellbeing is free to download below.
Good luck and good wellbeing!
Jane Anderson PhD is an writer, researcher and practitioner in Sociospacial Reciprocity and Place Therapy from home. She’s been helping people create supportive, productive and sustainable environments at home and in the workplace for over 30 years.
www.jcaconsult.co.uk
www.linkedin.com/in/drjaneanderson/