This is despite the act many o the aspectsassociated with successul business practice areexactly the same as the key eatures o workplacesand jobs that promote health and wellbeing
. Inthe light o these insights, we need to make threeundamental changes to our current approachesi we are to derive the individual, business andwider economic benefts o improving health andwellbeing at work. This needs to be done in asystemic rather than a piecemeal way:
how we develop interventions designedto promote health and wellbeing at work so thatthey are driven by deep insights about whatworkers say will help them both perorm better, besaer and be healthier.
our eorts to promote world class businessand organisational perormance with eorts topromote employee wellbeing rather than pursuethese imperatives through parallel strategies.
rom a ‘cottage industry’ approach totackling the problems o health and wellbeing atwork to one that reects the scale o benefts thatcould accrued or UK plc i good practice was morewidely adopted.Drawing upon case studies, the literature reviews,and a seminar discussion involving a wide range o stakeholders, we explored the ollowing hypothesis:
Hypothesis: Eective employee engagement = Good employee health and wellbeing = Successul businesses. (A virtuous circle o dialogue and action that promotes employeehealth and wellbeing as well as successuland proftable business).
By eective employee engagement we meanthe active involvement o employees, includingmanagers, in identiying improvements to workprocesses, practices and management styles andcultures that provide employees with the kinds o working environments that support their sustainablecontribution to the business goals and ethical values o their employer.The case or this hypothesis is strong. Translatingthis hypothesis into action requires a undamental change in the way in which policy and delivery areconceptualised. This can be translated into twopropositions which can be used to guide utureaction:
Strategically, the two key strands o Government policy and strategy (business enterpriseand employee health and wellbeing) should bebrought together into a coherent sphere o activity.Government needs to support the developmento the inrastructure and provide a platorm ornational discussion in this key area o activity.
Operationally, delivery will beenhanced by a systematic change in approach,which is characterised by an active dialogue withsta, clear leadership, supported by signifcantup scaling o investment, coordination and betterknowledge management.
The Case or Change
For too long, strategies and initiatives to promotehealth and wellbeing at work have been drivenby a product and service mind set rather thanan employee - or people-ocused approach.
Traditionally experts in occupational health,health and saety and public health have defnedthe problems and the solutions.
It is time to ocusmore on what employees themselves say will help.It is our view that oten those who have sought topromote health and wellbeing at work have alleninto our traps that have limited the impact o whatcould be achieved.
Hypothesis:Eective employee engagement = Good employeehealth and wellbeing = Successul businesses.