Employers should make full use of the available data to ensure the effectiveness of their workplace wellbeing programmes, says Stephen Haynes.
There is a tremendous wealth of evidence supporting the importance of wellbeing in the workplace, and with Covid-19 continually reshaping how we work and where we work – with significant impact on employee wellbeing – we are seeing accelerated trends in workplace wellbeing. What was previously seen by some human resources and health and safety practitioners as a challenge to get board buy-in, has rapidly moved up the corporate agenda, with many senior leaders placing the health and wellbeing of their workforce at the top of their priorities.
We are also seeing a growing desire to ensure that wellbeing interventions are relevant to the organisation – which means they are informed by credible and robust data. As former chief medical officer Sally Davies cautioned against back in 2013, “wellbeing interventions shouldn’t be carried out without understanding the issues they seek to alleviate”. After all, leaders don’t make business decisions based on uninformed data. We know that our people are instrumental to the success of any business, so why should the decisions we make around employee wellbeing be based on anything other than informed data?
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