Winning the Hearts and Minds of people
This is how any new initiative in any company has tobegin. Getting buy-in from everyone – and not just seniormanagement – is vital if the initiative is to be bothaccepted and adopted. When people are not educated in why a new initiative will benefit them, they will unlikelyengage in the activity that is suggested by the company.Even if some people do participate they will do soreluctantly and with other motives. Often the aim of havingpeople maintain the new initiative will fade and find itself on the rubbish heap of failed initiatives, allowing plenty of criticism to exist and spread around the company untilnext time there is a new initiative.Nowadays many companies have communicationpolicies and strategies for engaging the workforce from top to bottom. Communicating any new policy around wellness therefore has to become part of thatcommunication strategy.
Yes it will take time but it is absolutely essential for success!
Initially, it’s important that Senior Management buys intoany new process - and they have to both begin (and beseen to begin) the process first to lead the way. Howotherwise can they realise and appreciate what they areasking their teams to engage in?
What is the scope of your ‘Wellness Strategy’?
Another major area for consideration is how committed yourorganisation is to the wellness of its employees. The kind of activities that need to be considered are:• Health screening• Exercise initiatives• Heart focus• Nutrition focus• Wellness Education• Stress management• ‘Back to work’ initiatives• Counselling• Health appraisal• Occupational Health• Safety focus
What measurements are in place already?
Considerable losses in any company are attributable toabsenteeism - and the measurements of such losses are the key to understanding the scope of improvement thatis needed.Just knowing what absentee levels your company iscurrently experiencing is not sufficient. More important isknowing what employee absence is actually costing yourcompany. The cost of absenteeism is often substantial – and yet this israrely considered when organisations begin to consider whether or not it makes commercial sense to invest in staff development programmes. Therefore a good system for analysing past, present and future costs are essential.
Measurements will significantly support thecase for budget expenditure in the area of wellness.