Well-Being report 2020

Student #: 16220086
S. Frankland

WELL-BEING REPORT
2020

October 16, 2020 Healthy, Happy Employees

This report was prepared for a medium sized family business within the engineering/construction industry,
situated in Auckland, New Zealand. The report covers the company as a whole and focuses on the
organisation’s current well-being, areas of concern and required intervention programmes. A two day
observation was performed at the company premises to gather data on current well-being and programmes.
During this time, staff completed 2 questionnaire’s, recorded with a digital identity for reference and
anonymity. The questionnaire information obtained does not form part of this report but is annexed at the
end of the document, in blank form (Annexure 1 and Annexure 2).

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Well-Being report 2020

HAPPY, HEALTHY EMPLOYEES

INTRODUCTION

Many organisations and employees experience the effects of stress particularly on work performance.
Not all stress is bad and some stress is probably unavoidable (Sulsky, 2005). The company has been in
operation in New Zealand for just over five years, but have extensive international business experience
of more than 40 years combined. They have had a steady growth since inception and built a tight knit
business team. They focus extensively on health, safety and well-being and although well-being has
historically not been a problem, current concern is for the impact COVID-19 and the harmful effects
this negative stress may be having on the health of employees (Fadel et al., 2015) and the health of the
company. The focus is to identify any individuals or areas of concern, implement effective intervention
programmes to reduce or eliminate workplace stress and improve employee health and work
performance (Gardner, 2020).

CURRENT COMPANY WELL-BEING & PROGRAMMES

Observations

The company allowed unfettered access to its premises, staff and all health and safety documentation
and programmes, including employee files. The company comprises 19 employees with three separate
departments; factory, office and on-site. There is an ‘open-door’ policy to management and office space
with dedicated areas for tea and lunch breaks.

Health & Safety

The company takes health, safety and employee well-being seriously. Five of the six office
managers have all completed at least one of the Site Safe courses and skills are updated on a
regular basis. The company is well-signed with clearly identified risk and hazard areas and a
precise evacuation plan and signage. Each factory employee is skilled and certified to operate
machinery needed to perform their job and certification is recorded in the HR files. Change

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management processes are well documented and clear and understood by all employees.
Procedures for any breach of Health and Safety are documented and the ISO 9001 system is in
place. No serious injuries have been experienced in the five years this company has been
operating.

Well-being
The general well-being is good, although areas of concern and in need of intervention were
identified during the study. Many of the concerns had not been voiced to management and some
came from management. COVID-19 had a serious impact on company stress levels and although
the company supported all employees, COVID-19 has created some new concerns and areas for
intervention. It was further observed that three of the six office staff were obese; one overweight
and one within normal BMI. Of the factory employees only two of the eight were overweight.

Well-being Programmes
The company currently has no formal well-being initiatives or programmes other than support
when requested. They informed us that their experience of identifying and understanding more
psychological risks, hazards and programmes was limited but were supportive and encouraging
of developing and implementing such programmes where possible. The main concern for office
staff was physical health; dietary requirements and stability in a COVID-19 climate; whereas the
factory workers were more concerned with job security; health habits such as smoking and
exercise.

Psycho-social Hazards
The Health and Safety at work Act (2015) (HSWA) requires a PCBU (person conducting a
business or undertaking), to ensure the protection of their employees physical and mental health;
as well as manage risk and hazards in the workplace (HSWA, 2015) This company concerns
itself with having a safe working environment and addressing any mental health ‘hazards’ which
may arise.

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FACTORS AFFECTING WELL-BEING
Some of the factors/hazards affecting well-being identified within the company were:
 Job insecurity
 Fatigue and trauma
 Feedback with regards to company
 General Health
 Economic impact of COVID-19
 Fair Pay

AIM

The aim is to improve and enhance the current workplace well-being initiatives and programmes and
assist the company in building well-being into the work design itself, to:
 Address personal, group and organizational well-being;
 Where possible, to restructure work so that employees are healthy and perform at their best;
 To strengthen bonds between employee well-being and company outcomes;
 To identify and address any areas of both employees and the company that may need improving
or changing;
 To test BMI of employees;
 To reach a goal of Happy, Healthy employees and organizational best performance.

METHODOLOGY

The initial meeting with management generated an overview of where the company’s current well-
being, programmes and management processes. A second meeting was held at the company premises,
with all employees and management, to explain the reason, intention and process of the study. The
procedures and requirements were fully explained to the employees as well as how information would
be gathered and handled. It was clearly explained to the staff, that after submission of the
questionnaires, employees would be recorded using a numeric digital identity for the sake of anonymity

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and confidentiality. Both quantitative and qualitative methods were used to obtain and measure data.
An observation period of two days for us to interact and gather documented data for the study. Two
electronic questionnaires were emailed to each employee individually and were completed during the
working day. Part 1 of the questionnaire covered personal attributes of the individual with regards to the
workplace and home; and Part 2 covered aspects of the company itself. BMI testing was done on all
authorized employees and we were permitted private discussions with any or all employees if needed.
The completed questionnaires do not form part of this report but are annexed in blank form (Annexure 1
& Annexure 2).

The data was analysed using Quick Analysis in Microsoft Excel and assisted in the development of
effective programmes, specifically for this company. The suggested intervention programme details
form part of this report; however a separate in-depth document was compiled for use separately, together
with measurement tools.

Regular evaluation will be performed by the company and its well-being partners as well as a six month
follow up to measure the effectiveness of intervention strategies and programmes.

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Questionnaire Part 1 - Data

Employee
Digital ID Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10
Provided by
M000001 50 1 2 1 Eat out Co. 2 1 1
Provided by
M000002 45 1 2 1 Eat out Co. 2 1 1

Eat own lunch at

R000003 45 2 2 1 desk or in car Bring lunch 1 1 2
Eat own lunch at
DD000004 45 2 2 1 desk Bring lunch 1 1 2
Eat own lunch at
DD000005 45 1 2 1 desk Bring lunch 1 2 1

Eat out on days at Provided by

AC000006 8 1 2 1 the office Co. 2 1 1
TL000007 45 2 1 1 Eats at desk Bring lunch 1 1 1

RTL000008 45 2 1 1 Off premises Buy lunch 2 1 1

Eat own lunch in
F000009 45 1 1 1 canteen Bring lunch 1 2 1
Eat own lunch in
F0000010 45 1 1 1 canteen Bring lunch 1 2 1
Eat own lunch in
W000011 45 1 1 1 canteen Bring lunch 1 1 1

DLO00012 45 1 1 1 Off premises Buy lunch 2 1 1

45 2 1 1 Own lunch in car Bring lunch 2 1 1

RTL000013 45 2 1 1 Own lunch in car Bring lunch 1 2 1

RTL000014 45 2 1 1 Own lunch in car Bring lunch 2 1 2

RH000015 45 1 1 1 Own lunch in car Buy lunch 1 2 1

RH000016 45 1 1 1 Own lunch in car Buy lunch 1 2 3

RH000017 45 1 1 1 Own lunch in car Buy lunch 1 2 1

Eat own lunch in
W000018 45 1 1 1 canteen Buy lunch 1 2 1

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Questionnaire Part 2 - Data

Q
Q1 Q2 Q3 Q4 Q5 Q6 Q7 8 Q9 Q10
Initiative programs to
encourage more activity; Needs Gen more
M000001 Yes Very Good N/a healthier eating options improvement Weight 5 Economic impact business
Initiative programs to
Needs encourage more activity; Needs Dangerously Gen more
M000002 Yes improvement N/a healthier eating options improvement obese 7 Economic impact business

R000003 Yes Very Good Yes Subsided gym membership Good 7 Job security
Provide healthy lunch; Initiative Personal tech
programs to encourage more needs upgrade
DD000004 Yes Very Good Yes activity Good 7 Job security when possible.
Initiative programs to Software needs
DD000005 Yes Very Good Yes encourage more activity Good 5 Job security upgrading
Initiative programs to
encourage more activity; Needs More info on
AC000006 Yes Very Good Yes healthier eating options improvement Weight 1 Job security work status
More info on
TL000007 Yes Very Good Yes Stop smoking programmes Good Stop smoking 7 Job security work status
Needs More info on
RTL000008 Yes Not good Yes Healthier eating options improvement Eat better 9 Job security work status
More info on
F000009 Yes Very Good Yes No comment Good 7 Job security work status
More info on
F0000010 Yes Very Good Yes No comment Good 7 Job security work status
Needs Eat better; More info on
W000011 Yes Very Good Yes No comment improvement stop smoking 7 Job security work status
More info on
DLO00012 Yes Very Good Yes Stop smoking programmes Good Stop smoking 7 Job security work status
Yes Very Good Yes No comment Good 9 Job security
Needs Weight Stop More info on
RTL000013 Yes Very Good Yes Healthier eating options improvement smoking 7 Job security work status
More info on
RTL000014 Yes Very Good Yes Team Building exercises Good 7 Job security work status
More info on
RH000015 Yes Very Good Yes No comment Good 7 Job security work status
More info on
RH000016 Yes Very Good Yes No comment Good 7 Job security work status
More info on
RH000017 Yes Very Good Yes Team Building exercises Good 7 Job security work status
Needs More info on
W000018 Yes Very Good Yes Stop smoking programmes improvement Stop smoking 7 Job security work status

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ANALYSIS

The data was collected using a two-part questionnaire and Body Mass Index (BMI) test for all
employees. All data both qualitative and quantitative was recorded in Excel, condensed and analysed
using the Quick Analysis Tool. The full data set does not form part of this report. The tables use digital
identity for confidentiality and anonymity.
Good =
1;
Table 1 – Condensed Data KEY Needs
improv
ement
=2;
Yes = 1; No=2 Bad= 3

Fairly Paid Tea Lunch Do you feel Do you feel your How is your
Hrs worked Obese, Overweight
Role In Co Breaks Break you eat quite health could be work/life BMI
per 5 days or Healthy Weight
healthily? improved? balance
M000001
50 1 2 1 2 1 1 36.2 3
M000002
45 1 2 1 2 1 1 47..5 3
R000003
45 2 2 1 1 1 2 41.9 3
DD000004
45 2 2 1 1 1 2 37.8 2
DD000005
45 1 2 1 1 2 1 24.8 1
AC000006
8 1 N/a 1 2 1 1 28.1 2
TL000007
45 2 1 1 2 1 1 19.4 1
RTL000008
45 2 1 1 2 1 1 33.7 3
F000009
45 1 1 1 1 2 1 21.7 1
F0000010
45 1 1 1 1 2 1 21.6 1
W000011
45 1 1 1 1 1 1 23.4 1
DLO00012
45 1 1 1 2 1 1 24.3 1

45 2 1 1 1 2 1 29.3 2
RTL000013
45 2 1 1 1 No 1 27.8 2
RTL000014
45 2 1 1 2 1 2 39.5 3
RH000015
45 1 1 1 1 2 1 24.9 2
RH000016
45 1 1 1 1 2 3 24 1
RH000017
45 1 1 1 1 2 1 24.2 2
W000018
45 1 1 1 1 2 1 27.5 2

ANALYSIS RESULTS

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From the collected data, three major areas of concern were identified, as listed below and on which we
concentrated on with regards to improving well-being outcomes and developing intervention
programmes for the company, Fair Pay; Work-life balance and Physical Health.

FAIR PAY

63% of employees felt they were well paid for the work they performed; 37% of employees felt they
were not fairly paid for the work they performed. This included 11% family members and managers,
and 26% of other workers.

FAIR PAY
63% YES
37%
NO

Reasons

i. Overtime is not paid if a salaried worker

ii. No increase in salary since inception of the company, yet some office staff went out to
lunch daily on the company account
iii. Felt they received the market rate
iv. Felt they had to accept the rate but were not sure it was market compatible

HEALTH

This seemed to be the biggest concern for most employees, with 53% being happy with their current
health and 47% being unhappy. 42% said they did not eat healthily and 63% were either overweight or
obese according to BMI results.

Reasons
37% felt they did not eat healthily due to living predominantly on take-out or junk foods, didn’t
exercise, and jobs were sedentary.

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IN GOOD HEALTH
Yes
47% 53%
No

Reasons
50% of the 52.6% felt they needed to lose weight, get more exercise and job too sedentary
30% of the 52.6% felt they needed to lose weight but not keen on exercise
20% of the 52.6% felt they needed to stop smoking

BMI
20% HEALTHY WEIGHT, OVER WEIGHT or
NEED TO LOSE
50% WEIGHT, MORE OBESE
EXERCISE, JOB HEALTHY
30% TOO 16%
WEIGHT
SEDENTARY 53%
OVER WEIGHT
47%

WORK-LIFE BALANCE

79% of employees felt they had a good work-life balance, 15.7% felt it needed improvement and 5.3%
felt it was bad.

Reasons
Of the 21% who felt their health was not good, some reasons were long hours, travel and fatigue
both at work and home, absenteeism and divorce.

WORK/LIFE BALANCE
16%
Good
53%
Bad
47%
Needs Improvement

ANALYSIS OVERVIEW

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The company as a whole is well equipped to deal with any Health & Safety hazards both from a physical
and a psychosocial aspect and is heavily invested in conforming, maintaining and improving safety at all
times. They currently adhere to high safety standards with regards to training, operation of machinery,
and avoidance of any physical risks. The working conditions are clean and safe, temperature controlled
throughout the individual areas of both the office and the factory, well equipped and accessible utilities
and dining areas. Machinery, forklifts, cranes and electrical tools are checked and tested regularly and
the company uses the ISO 9001 quality certification standard.

The general well-being and stress levels of employees is good but the recent COVID-19 has increased
workplace stress due to the economic impact on the obtaining of work tenders and job insecurity for
most of the employees. What appears to be the major stressor is that there is no communication in this
particular regard from management and employees indicated that they would like regular updates
regardless of whether negative or positive; however access and communication to senior management
has an ‘open door’ policy and the company is actively concerned about their employees and the value of
healthy, happy workers. The management are seasoned business owners, having conducted a previous
engineering business for 45 years overseas, as well as a Health & Safety consultancy for over 8 years,
creating a well experienced team.

WELL-BEING IMPROVEMENT

Having assessed the company and the survey results, it has been found that most of the programmes in
place are working such as good job design and person-job fit (Gardner, 2020). The resources available
are numerous and the company is willing to provide further resources where practicably possible,
available and needed. They encourage workers to make known new ideas or suggestions with the use of
a physical ‘suggestion box’ which they review on a weekly basis. As a PCBU they follow and adhere to
the HSWA of ensuring employee health and safety and effectively perform their primary duty of care.

Most of the employees are happy in their jobs and are performing well but all will benefit from the
suggested intervention programmes. Due to the provision of resources and the engagement of all
employees in the well-being and performance of the company, we cannot identify any individuals at risk
of burnout at this stage (Gardner, 2020) In the past year there has been one resignation due to the
individual obtaining work closer to home and not due to any unhappiness with the job or company. Two
individuals display negative signs such as emotional exhaustion presenting as conflict with workers,
although this is well known to management and is related only to the individual’s sub-ordinates.
Management have handled this historically by re-assigning the workers to other teams and providing the
individual with any support needed, although the employee is not stressed nor unhappy and it is
mutually agreed that this is just his Type ‘A’ personality; not severe enough to put any other employee
at risk. A second individual has chronic absenteeism, but no underlying factors can be identified.

The feeling of ‘family’ amongst all employees is palpable and the easy nature of management creates
relaxed yet determined, resilient teamwork. Each employee displays self-efficacy and has and is

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encouraged to have, autonomy within their job roles. At this stage there is room for secondary
prevention but not tertiary prevention.

We have set out some strategies and intervention programmes below, based on the evidence of the data.
These programmes will be introduced to the company and employees and monitoring will be performed
by the company and the outside companies concerned. Evaluation of the programmes will be performed
and documented regularly.

STRATEGIES & INTERVENTION PROGRAMMES

There were three identified areas of concern, Fair Pay; Health (physical) and Work-life balance. These
areas are to be targeted with specific intervention programmes to try to minimise the stress and distress
of the workers concerned and improve the general well-being of employees and company.

FAIR PAY

The major concern found was the difference between factory and office workers remuneration for
overtime; the fact that no increases are given by the company and perception of why refusal isn’t valid.
During discussions with the employees, it was found that those unhappy with not receiving overtime
pay, where aware of the reasons for this which were economic impact of COVID-19. They did however
feel that this has never been clearly explained or expressed to staff. They were aware that employers are
not legally required to pay salaried workers overtime, but if the company would address this with the
office workers and explain the reasons, it would alleviate some of the stress and concern that arose due
to overtime once being paid and then stopped.

Strategy:

1. Management to address this with the office staff in a formal pre-arranged meeting and adopt a
supportive financial well-being strategy, with regular monthly updates.
2. Management to consider annual reviews of employees salaries and where possible and warranted
an increase at least at the CPI, to be awarded. A formal policy regarding how increases may be
earned is to be developed under the ISO system.
3. Management to evaluate the perception employees have when seeing management go out to
lunch most days at company expense whilst ignoring the need for increases. To re assess the
possibility of less lunches and a portion allocated to employee target driven bonuses.

WORK-LIFE BALANCE

Currently both factory, on-site and office employees work a 45 hour week. The need of the company is
for the factory to open at 7am and has come to expect the same of the office staff. Fridays close time is
3pm. This calculates to a 48 hr week less 2.5hrs of lunches = 45.5 hr week. Much of the stress comes
clarity around this and job insecurity.

Strategy:

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1. Management to relook at workers hours to try to adjust to the New Zealand maximum of a 40
hour week.
2. To implement a software driven well-being portal on their company system, allowing each
employee to access for work hour schedules; health programs and any related well-being
needs.
3. To set up a roster system for staff to move to more flexible hours in the factory and with
different start and finish times for office staff.
4. To address with employees, the company status, economic impact of COVID-19 and job
security and the company strategies for how they have been and will be working through this.

HEALTH

This was the major concern both from observation and from the gathered data with many employees
living an unhealthy lifestyle, unhealthy habits and sedentary jobs.

Strategy:

1. To implement a stress management programme for those suffering from personal loss such as
divorce to encourage a more positive outlook and enhance personal growth.
2. To partner with a professional weight loss company such as Weigh Thinner (Ltd) who are
experienced in managing obesity and working within organisations.
a. Each employee to be enrolled in the programme for 6m, the first 3m to be paid by the
company. Should the programme be effective and employee compliant, the company
will pay for the balance of the 3m programme.
b. Company will incorporate this programme into the working week, to be held on Fridays
between 2pm and 3pm, at full pay.
c. Fridays 2pm-3pm to implement a Fit and Happy Friday initiative (FHF).
3. Company to look at catering lunches in-house for employees at minimal cost (less than take
away equivalent) or a subsidized lunch.
4. Company to invite speakers from the health industry to speak at their FHF initiative.
5. Company to set up time-slots within the work day for exercise presented by a member of staff (3
are trainers), either morning or afternoon. Company to repurpose a section of the factory into a
training area.
6. Company to encourage workers to move from their desks as much as possible.
7. Company is to implement a programme to assist those who want to quit smoking.
8. Company to implement a ‘biggest loser’ award.
9. Individual assistance to the worker recently divorced.

EVALUATION

Fair Pay

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1. Management will regularly revisit the financial standing of the company and keep employees
updated at weekly meetings, making changes as soon as is financially possible.

Work-life balance

1. Management will observe the effect of the new flexible hours working conditions on a weekly
basis, using the portal and well-being reports.
2. All employees will be trained on using the new health portal and encourage to participate with
programmes and feedback.
3. Management will address any concerns raised and work with employees to resolve any issues.
4. Management will hold weekly staff meetings to discuss work related issues and progress of the
new programmes.

Health

1. Weight loss company records to be provided weekly, to the employer and employee progress to
be recorded on the portal.
2. Weekly weigh-ins and monthly BMI records to be assessed and uploaded onto the portal.
3. Attendance rates and take-up of health and stress management programs to be assessed weekly
and feedback given at the weekly meetings.
4. Feedback on effectiveness of the stress management and health programmes from employees
involved.

CONCLUSION

The general well-being of the company is currently of high and although there are some concerns, the
stress levels of employees is within acceptable levels. With the culture of the company being one of
support, involvement and initiative, the suggested programmes should reduce if not eliminate all
concerns within the 6m before follow up.

We would like to thank you for considering our company to assess and assist with your company well-
being and look forward to your envisaged Happy, Healthy workforce.

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ANNEXURE 1
QUESTIOINNAIRE - PART I
Click here to enter a date.

Q1. What is your role in the company?

Choose an item.

Q2. How many hours do you work in a 5 day period?

Choose an item.

Q3. Do you feel you are fairly paid for the work you do? Select 1-Yes; 2-No.
Choose an item.

If you answered ‘2’, please in a few words explain your answer

Q4. Your company has 2x 20 minute tea breaks per day, do you take the breaks?
Select 1=Yes; 2=No
Choose an item.

If you answered ‘2’, please in a few words explain your answer

Q5. Do you take the 30 minute lunch break per day? Select 1=Yes; 2=No
Choose an item.

If you answered ‘2’, please in a few words explain your answer

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Q6. How do you spend your lunch break?
Choose an item.

Q7. Select the closes option

Choose an item.

Q8. Do you feel you eat quite healthily? 1=Yes; 2=No.

Choose an item.

Please explain your answer in a few words

Q9. Do you feel your health could be improved? 1=Yes; 2=No.

Choose an item.

Please explain your answer in a few words

Q10. How is your work/family life balance? 1=good; 2=needs improvement; 3=bad
Choose an item.

Please tell us how this could be improved

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ANNEXURE 2

QUESTIONNAIRE - PART 2
Click here to enter a date.

Q1. Do you feel your employer currently assists with stress management?
1=Yes; 2=No
Choose an item.

If you answered ‘2’, please in a few words explain your answer

Q2. Do you feel you could talk to someone or ask for help with mental or physical issues at
work? 1=Yes; 2=No Choose an item.

Please explain your answer in a few words

Q3. How would you describe your interpersonal relationships with co-workers?
With 1=good; 2=needs improvement; 3=bad
Choose an item.

If you answered ‘No’, please in a few words explain your answer

Q4. How would you describe your work-life balance? Please explain your answer.
1=well balanced; 2=needs improvement; 3=bad
Choose an item.

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Q5. How could your company help improve your physical health (eg. Fitness classes at work;
healthier eating options)

Q6. How would you rate your physical health? 1=good; 2= needs help Choose an item.

Q7. If you selected ‘2’ – please explain your answer

Q8. On a scale of 1-5, do you think you are fairly paid for the work you do? Explain your answer
Choose an item.

Q9. Do you have any concerns with regards to the company? Please list them in the box
provided.

Q10. Please make any further comments in the box provided.

e improved?

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REFERENCES

Gardner. (2020). Psychological well-being at work.

HSWA. (2015). Health and Safety at Work Act.

http://www.legislation.govt.nz/act/public/2015/0070/latest/DLM5976660.html

Sulsky, L. (2005). Workstress.

https://books.google.co.nz/books/about/Work_Stress.html?id=5ePtAAAAMAAJ&redir_esc=y

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