From wellbeing initiatives to sustainable wellbeing

One of the reasons I developed the Replenish, Protect, Grow framework was to encourage a broader conversation about wellbeing. To encourage organisations to consider more than what wellbeing activity can we offer and instead evaluate the broader experience of people at work.

IOSH makes this argument in its recent ‘From Perks to Prevention’ white paper where it suggests that many organisations continue to rely on fragmented wellbeing initiatives while the underlying causes of poor wellbeing, such as excessive workload, job design, long hours, poor communication and psychosocial risks, remain largely unchanged. The report calls for a prevention-first approach, recognising that meaningful progress comes from addressing root causes rather than relying on wellbeing ‘add-ons’ alone.

This does not mean organisations should stop providing wellbeing initiatives. Good initiatives have an important role to play as they help build awareness, develop skills and provide support when people need it. Research also demonstrates that investing in mental health and wellbeing can improve organisational outcomes and provide a positive return on investment.  What is important is that wider workplace and employee wellbeing becomes integral to organisational strategy, with wellbeing initiatives being a part of this strategy not the basis of it.

Replenish, Protect, Grow provides a practical way of thinking about sustainable workplace and employee wellbeing.

Replenish reminds us to consider whether people have genuine opportunities to recover their physical, mental and emotional resources. How these resources become drained is influenced by role and industry and should be considered in the specific context in which people work.  Front line employees for example in healthcare or hospitality will experience different challenges to support functions. Questions to consider might include whether demands and workloads allow people to take meaningful breaks, are meetings organised in ways that support concentration and participation, or is there enough flexibility for people to balance work with the rest of their lives.  Replenishment is not simply about encouraging people to look after themselves outside work. It is also about recognising how the design of work either supports or undermines recovery.

Protect encourages organisations to look honestly at what may be unnecessarily draining people’s resources. Sometimes this is about workload, and this is often the default assumption, but often it is about unclear priorities, poorly managed change, low autonomy, or ineffective communication creating uncertainty and anxiety. Protect asks organisations to think about what people are continually having to recover from and whether some of those pressures could be prevented rather than managed after the event.  Often they can be and have no associated cost e.g. setting clear objectives that are prioritised with realistic timeframes, or transparent, timely communication about a change with the opportunity to raise concerns and ask questions so employees understand the rationale.

Grow recognises that sustainable wellbeing is about more than avoiding ill health. People are more likely to thrive when they feel trusted, valued and able to contribute. Opportunities to use strengths, develop new skills, exercise autonomy, and find meaning in work all contribute to healthier and more engaged workplaces. Growth is not simply about career progression or attending a training course. It is about creating the conditions where people can continue to develop, contribute and flourish.

This is where I can often find myself climbing onto my soapbox with the aim of helping organisations understand that wellbeing should not be owned solely by HR, only getting attention when time allows, or a designated wellbeing lead with limited wider influence.  Each point made above could be expanded upon and backed up by research e.g. the importance of autonomy and the link to wellbeing.  As stated at the start, wellbeing is about so much more than initiatives, it needs to become part of everyday leadership, work design and organisational culture. It encourages conversations about priorities, expectations, communication, support and how work is experienced on a daily basis. It is also about asking employees directly about their experience, not assuming we understand.  It is about wider good people management practices.  These are often the factors that have the greatest influence on wellbeing, even though they may not always appear within a wellbeing strategy.