5OS07 Assignment Example
5OS07 Well-being at work
5OS07 Wellbeing at work
This unit introduces wellbeing and its importance in the workplace. It explores existing links between work, health, and wellbeing, examining how to manage wellbeing and how it links with other areas of people management practice, and wider organisational strategy. The unit considers key elements of wellbeing programmes and the stakeholders involved, examining organisational responsibilities and the outcomes of managing wellbeing for employees and employers.
Preparation for the Tasks:
- At the start of your assignment, you are encouraged to plan your assessment work with your Assessor and where appropriate agree milestones so that they can help you monitor your progress.
- Refer to the indicative content in the unit to guide and support your evidence.
- Pay attention to how your evidence is presented.
- Ensure that the evidence generated for this assessment remains your own work.
You will also benefit from:
- Completing and acting on formative feedback from your Assessor.
- Reflecting on your own experiences of learning opportunities and continuous professional development.
- Reading the CIPD Insight, Fact Sheets and related online material on these topics as well as key research authors on the subject.
Repas is a recently re-branded mid-sized restaurant chain, specialising in healthy Mediterranean-style food and good quality, reasonably priced, wines and beers. Repas has a small Head Office in London and, to date, 10 city-centre restaurants located in Manchester, Leeds, Belfast, London, Nottingham, Newcastle, Glasgow, Edinburgh, Cardiff and Dublin. Most of the restaurants were acquired as existing enterprises, except for Cardiff and Dublin which are new set-ups in new-build premises. Each restaurant has its own local management structure – a restaurant manager and several shift managers. The new set-ups also have deputy managers supporting the restaurant manager.
Since setting up the organisation the CEO has worked hard to integrate the separate restaurants into one cohesive organisation, with a very recognisable, uniform image (hence the re-branding), and consistent policies. Plans are in motion to expand further, acquiring more restaurants, and to establish formal partnerships with a range of specialist wine and food producers.
Whilst much progress has been made and Repas is maintaining reasonable financial returns, the CEO is keen to keep moving forward, particularly in the area of people management. The last few years have been tough, with the pandemic and the rising cost of living, and the CEO would like to find affordable ways of making life a little easier for her employees. Finding and keeping the right people is not easy and the CEO genuinely wants Repas staff to feel valued and to enjoy coming to work.
With this goal in mind, the CEO has asked you to provide a written paper which explains the general theory and practice of wellbeing and which will enhance her understanding of the subject. She would also like you to include in the paper a proposal for a staff wellbeing programme that would be suitable for Repas.
Having carried out some research and an anonymous survey you have identified that:
- staff turn-over is higher than pre-pandemic rates although in line with current sector data
- short-term staff absences attributed to ‘stress’ have risen consistently since the pandemic
- staff perceptions of the Repas organisation are mixed, with around a quarter of survey respondents feeling that Repas ‘does not do anything to support employee wellbeing’.
- however, the majority felt that Repas ‘cares slightly more than other organisations’
- none of the survey respondents felt that Repas ‘cares highly about employee wellbeing’
- response to the question about how well managers support employee wellbeing was particularly polarised with managers either scoring very highly or very poorly
- some pockets of staff resentment due to a few localised, informal people practices were highlighted. Examples include 1) some managers allow staff to have a free meal every workday, whilst others only allow free meals when there is ‘surplus food’ and 2) one manager operates an informal ‘parental priority’ approach, asking parents first when allocating holidays and some shifts, causing increasing bad feeling amongst the non-parents.
- most staff felt ‘optimistic’ about the changes being made at Repas and curious about the opportunities these might bring, but others felt ‘there had been too much change too quickly’ or were ‘unable to see how the changes would bring opportunities for them’.
Task One – Prepare a written paper on Wellbeing at Work
This task requires you to write Part One of the paper.
Part One of the paper should cover the general theory and practice of wellbeing at work and should respond to the questions 1-6 below. Your responses should be wide ranging, making use of academic theory and thinking, and include practical examples to illustrate your answers.
Whilst you can reference the case study in responses, it is not a requirement to do so in this part of the paper, and your responses should not be limited by it. It is more important to demonstrate the breadth of your knowledge and understanding.
To help the reader, please make use of headings and assessment criteria references to signpost the criteria being addressed by your response. You should also ensure that references and sources drawn upon are acknowledged correctly and supported by a bibliography.
Questions 1 – 6
- Evaluate two key ‘wellbeing’ theories, including how they can be applied to current issues of wellbeing in the workplace. (AC 1.1)
- Explain, with examples, how wellbeing can be managed to support organisational goals. (AC 1.2)
- Assess the potential value of adopting wellbeing practices in organisations. (AC 1.3)
- Identify ways in which each of the following workplace stakeholders can contribute to improvements in wellbeing at work.
- workers (AC 2.1)
- Explain, with examples, how wellbeing can interact with other areas of people management practice. (AC 2.2)
- Analyse how organisational context shapes wellbeing. (AC 2.3)
Your evidence must consist of:
- Part One of a written paper covering questions 1-6 above.
Approximately 2000 words in total, refer to CIPD word count policy.
Task Two – Propose a Wellbeing Programme suitable for Repas
This task requires you to write Part Two of the paper.
Part Two of your paper should respond to questions 7-10 below. Your responses should relate specifically to the Repas case study provided above.
To help the reader, please make use of headings and assessment criteria references to signpost the criteria being addressed by your response. You should also ensure that any references and sources drawn upon are acknowledged correctly and supported by a bibliography.
- Discuss Repas’ needs in relation to employee wellbeing and two wellbeing initiatives that would help address these needs. (AC 3.1)
- Design (in summary form) a wellbeing programme/initiative that would address one area of Repas’ Your design summary should include the need being addressed, the key components of the programme, the people involved/affected, and the potential wellbeing benefits to be gained. (AC 3.2)
- Explain how your wellbeing programme would be implemented in a way that is suitable for Repas. (AC 3.3)
- Explain how your Repas wellbeing programme would be evaluated and monitored. (AC 3.4)
5OS07 ASSIGNMENT ANSWERS
AC 1.1: Evaluate two key ‘wellbeing’ theories, including how they can be applied to current issues of wellbeing in the workplace.
- Job Demands-Resources (JD-R) Model
According to this theory, the work environment is comprised of both job demands and workplace resources, each of which has distinct effects on employee well-being (Mind Tools, 2023). The term “job demands” refers to the physical, psychological, social, or organisational aspects of a position that necessitate sustained effort and may have physiological and psychological consequences. Examples of job demands include excessive responsibilities, time pressure, role ambiguity, and conflicting job demands. When employees are faced with excessive job demands without adequate resources, it can lead to exhaustion, stress, and a decline in well-being (Mind Tools, 2023).
In contrast, job resources are the physical, psychological, social, or organisational aspects of a job that can reduce job demands and associated costs while fostering development, learning, and well-being. Examples of employment resources include social support from colleagues and supervisors, decision-making autonomy, opportunities for skill development and feedback, and a supportive organisational climate. When workers have access to adequate job resources, it can improve their well-being and mitigate the negative effects of job demands (Mind Tools, 2023).
Organisations can use the JD-R Model to improve employee well-being by identifying and addressing excessive job demands and supplying adequate job resources. For instance, they can redesign operations to reduce excessive workload or role ambiguity, implement training programmes to improve employees’ skills and competency and establish a supportive work environment that encourages social support and autonomy.
- Self-Determination Theory (SDT)
Self-Determination Theory (SDT) is a psychological theory that emphasises the significance of intrinsic motivation, autonomy, and relatedness for individual happiness. According to SDT, when these fundamental psychological requirements are met, individuals experience greater levels of well-being and enhanced performance (Cherry, 2022).
Intrinsic motivation refers to engaging in activities for their inherent satisfaction and fulfilment. SDT suggests that organisations should foster the intrinsic motivation of their employees because it leads to greater engagement and well-being. For instance, providing employees with opportunities to work on tasks that correlate with their interests and strengths can increase their intrinsic motivation (Cherry, 2022).
Autonomy refers to an individual’s perception of control and independence over their actions and decisions. SDT stresses the significance of granting employees autonomy in their work, thereby fostering a sense of ownership and control. Organisations can foster autonomy by involving employees in decision-making processes, granting them flexibility in how they complete their work, and allowing them to establish their own goals and priorities (Cherry, 2022).
Relatedness is the desire for connection, affiliation, and healthy social relationships. Creating a supportive and collaborative workplace that fosters positive employee relationships is essential for employee well-being. Organisations can foster relatedness by fostering cooperation, promoting communication and collaboration, and offering opportunities for social engagement and support (Cherry, 2021).
By adhering to the SDT principles, organisations can improve employee health. For instance, they can provide opportunities for skill development and growth, provide a supportive workplace that values employees’ perspectives, and encourage positive social relationships through team-building activities.
AC 1.2: Explain, with examples, how wellbeing can be managed to support organisational goals.
Organizations that prioritize and effectively manage employee wellbeing can obtain a variety of benefits, including enhanced organizational outcomes. By instituting strategies and initiatives to promote employee wellness, organizations create a supportive, valued, and engaged work environment. Some of the strategies that can be employed include:
- Providing Flexible Work Arrangements
Flexible work arrangements, such as the option to work remotely, flexible hours, and shortened workweeks, give employees greater control over their work-life balance. This flexibility allows employees to better manage personal responsibilities, reduce the tension of commuting, and foster a healthy environment (Perkbox, 2020). By accommodating diverse requirements, organizations can increase job satisfaction, reduce burnout, and cultivate a positive work culture.
- Promoting Work-Life Balance
It refers to striking a balance between professional and personal obligations. It can be promoted by encouraging employees to take breaks, utilize vacation time, and establish clear boundaries between work and personal life. Encouraging supervisors to set a good example while cultivating a culture that values work-life balance can assist employees to feel more supported in handling both professional and personal responsibilities (Perkbox, 2020).
- Implementing Employee Assistance Programs (EAP).
They provide confidential counselling and support services to employees who are experiencing personal or work-related difficulties. EAPs can address a variety of issues, such as tension, mental health concerns, monetary challenges, and relationship issues. By providing access to professional resources and support, organizations display their commitment to employee wellness and facilitate early intervention, which can prevent problems from worsening and negatively impacting job performance (Perkbox, 2020).
- Establishing a Supportive Work Culture
By promoting open communication, offering opportunities for employee feedback, acknowledging and appreciating employee contributions, and prioritizing employee development, organizations can cultivate a supportive culture (Perkbox, 2020). When employees feel valued, supported, and connected, their job satisfaction and wellbeing are enhanced. This contributes to enhanced organizational outcomes.
- Establishing Wellness Initiatives and Programs
They play a vital role in promoting physical, mental, and emotional health. It includes programs such as health screenings, fitness challenges, mindfulness seminars, stress management sessions, and wellness challenges for employees (Perkbox, 2020). By providing employees with resources, education, and opportunities to engage in wellness activities, organizations show their commitment to employee health and promote healthy lifestyles.
AC 1.3: Assess the potential value of adopting wellbeing practices in organisations.
Adopting wellness practises in organisations can have substantial benefits for both employees and the organisation as a whole. Some of the potential benefits include:
- Increased Employee Satisfaction, Engagement, and Retention
When employees perceive that their physical, mental, and emotional requirements are met, they are more likely to be committed to the organisation and satisfied with their work. As a result, employees tend to be more engaged, motivated, productive, and willing to go the extra mile (Gallup, 2023). By prioritising employee wellness, organisations create a positive work environment that fosters employee loyalty, reduces employee turnover, and promotes long-term employee retention.
- Decline in Absenteeism
When employees have access to resources and programmes that support their physical and mental health, they experience fewer health-related issues that result in unplanned absences. In addition, organisations can reduce tardiness, which occurs when employees come to work but are not completely productive due to health issues or personal concerns, by promoting a culture that values employee wellbeing (Cemazar, 2022). By investing in employee health, businesses foster a more productive and flourishing workforce.
- Attracting Top Talent
In today’s competitive job market, applicants are pursuing employers who genuinely care about their employees’ welfare. By providing comprehensive wellness programmes and a positive work environment, businesses can distinguish themselves as desirable employers (Gallup, 2023). This not only helps attract highly competent individuals but also enhances the employer brand, making the organisation more attractive to prospective employees.
- Positive Work Environment
A sense of identity and community is fostered when employees feel valued, respected, and supported in their personal and professional growth. A positive work environment fosters collaboration, cooperation, and innovation, which increases productivity and improves results (Cemazar, 2022). Moreover, organisations that prioritise well-being and maintain a positive work environment tend to develop an excellent track record within their industry and among their stakeholders. A positive organization’s reputation can attract customers, partners, and investors, which contributes to its long-term success.
AC 2.1: Identify ways in which each of the following workplace stakeholders can contribute to improvements in wellbeing at work.: a) managers b) workers
- Providing clear expectations: Managers should ensure that employees have a clear understanding of their roles, responsibilities, and performance expectations. This clarity helps reduce ambiguity and stress, enabling employees to focus on their work and experience a sense of accomplishment (Albrecht, 2023).
- Offering recognition and feedback: Managers should recognize and appreciate employees’ efforts and achievements. Regular feedback, both positive and constructive, helps employees gauge their performance, motivates them, and fosters a sense of accomplishment and growth (Albrecht, 2023).
- Promoting work-life balance: This includes respecting boundaries between work and personal life, discouraging excessive overtime, and promoting the use of vacation time and flexible work arrangements. By prioritizing work-life balance, managers contribute to reducing stress and burnout among employees (Albrecht, 2023).
- Engaging in self-care practices: This includes getting enough sleep, exercising regularly, maintaining a healthy diet, and managing stress through techniques like mindfulness and relaxation exercises. By taking care of themselves, employees can enhance their overall wellbeing and resilience (WELCOA, 2019).
- Seeking social support: Building positive relationships with colleagues and seeking social support is crucial for wellbeing. Employees should foster connections at work, engage in teamwork and collaboration, and seek emotional support when needed. Strong social connections promote a sense of belonging and provide a support system during challenging times (WELCOA, 2019).
- Providing feedback and expressing needs: Constructive feedback can help managers identify areas for improvement and make necessary changes to support employee wellbeing (WELCOA, 2019). By actively participating in the workplace, employees contribute to creating a supportive and thriving work environment.
AC 2.2: Explain, with examples, how wellbeing can interact with other areas of people management practice.
Wellbeing can interact with other areas of people management practice in several ways:
- Performance Management:
When employees are physically and mentally healthy, they are more likely to be engaged, focused, and motivated to perform at their best. Conversely, if employees are experiencing stress, burnout, or health issues, their performance may be negatively affected. Organizations can incorporate wellbeing indicators and goals into performance management processes, encouraging managers to support employees’ overall health and address any challenges that may impact their performance (Suff, 2023). For instance, an organisation can implement regular check-ins between managers and employees to discuss not only work-related matters but also their wellbeing.
- Talent Acquisition and Retention:
Job seekers increasingly prioritize organizations that prioritize employee wellbeing, as they recognize the importance of work-life balance and a supportive work environment. By offering comprehensive wellbeing programs, organizations can differentiate themselves from competitors and attract high-quality candidates. Additionally, promoting wellbeing within the workplace can enhance employee satisfaction and reduce turnover rates (Suff, 2023). For example, an organisation can include wellbeing-related perks in its employee benefits package, such as flexible working hours, paid time off, and access to mental health resources.
- Learning and Development:
When employees are in good physical and mental health, they are more receptive to acquiring new skills and knowledge. Organizations can integrate wellbeing-focused training and development programs, such as mindfulness workshops, stress management seminars, or resilience training, to support employees’ personal growth and overall wellbeing (Suff, 2023). For example, they can offer employees opportunities to participate in mindfulness and meditation workshops to enhance their stress management and focus skills.
AC 2.3: Analyse how organisational context shapes wellbeing.
Organizational context refers to the broader environment, culture, structures, and processes within an organization. It can either support or hinder wellbeing, since it is a crucial aspect when it comes to creating a healthy and thriving work environment. Some of the key factors to consider include
- Organisational Leadership Style:
Supportive and transformational leadership styles, characterized by open communication, trust, and empowerment, positively influence wellbeing. In contrast, autocratic or toxic leadership styles, marked by micromanagement, lack of trust, and abusive behaviour, can have detrimental effects on employee wellbeing. Effective leaders who prioritize employee wellbeing can create a positive and supportive work environment (Joyce et al., 2022).
- Organizational Culture
A culture that promotes work-life balance supports employee growth and development, and values employee well-being creates a positive environment. On the other hand, a toxic or high-pressure culture, where long working hours, excessive competition, and unrealistic expectations prevail, can lead to increased stress, burnout, and diminished wellbeing. A culture that supports collaboration, open communication, and employee well-being fosters a positive work environment that promotes employee satisfaction and overall wellbeing (Joyce et al., 2022).
- Work Design and Routine
Jobs that provide autonomy, variety, and opportunities for skill development and growth tend to enhance wellbeing. On the other hand, jobs with high demands, low control, and repetitive tasks can lead to increased stress, fatigue, and decreased wellbeing. Organizations that focus on job crafting, allowing employees to have more control over their tasks and responsibilities, and providing opportunities for growth and development, can improve employee wellbeing (Joyce et al., 2022).
Organizations that prioritize open and transparent communication, encourage feedback and provide channels for employees to express concerns or seek support create an environment where employees feel heard and supported. This, in turn, enhances wellbeing. Additionally, having robust support systems such as employee assistance programs, counselling services, and wellness initiatives contributes to promoting employee wellbeing and addressing personal and work-related challenges (Joyce et al., 2022).
AC 3.1: Discuss Repas’ needs in relation to employee wellbeing and two wellbeing initiatives that would help address these needs.
Based on the information provided, Repas has identified a need to improve employee wellbeing and address issues such as high turnover, increased stress-related absences, and mixed perceptions about the company’s support for employee wellbeing. To address these needs, two wellbeing initiatives that could be implemented are:
- Establishing Employee Assistance Programs (EAP):
The establishment of an Employee Assistance Programme (EAP) by Repas enables the provision of confidential counselling and support services to employees. This programme aims to provide professional support for a range of personal and occupational difficulties, encompassing stress management, achieving a healthy work-life balance, and addressing mental health concerns (SHRM, 2023). Employees would be granted access to professionally trained counsellors who possess the expertise to offer guidance, resources, and support, thereby assisting them in effectively navigating challenging circumstances, whether they are of a personal or professional nature. In addition to its primary functions, an Employee Assistance Programme (EAP) may encompass a diverse range of supplementary services, including but not limited to nurse advice lines, basic legal assistance, and adoption assistance. Employee Assistance Programme (EAP) services are typically extended to encompass not only the employee but also their spouse, children, and cohabiting non-marital partner (SHRM, 2023). The Employee Assistance Programme (EAP) aims to assist employees in managing stress, enhancing their mental well-being, and fostering a workplace environment that promotes support and well-being. By placing a high value on the well-being of their employees, Repas cultivates a work environment that encourages employee commitment, reduces turnover, and facilitates the sustained retention of employees over an extended period. In the long run, fostering a positive work environment contributes to increased productivity and overall future success (SHRM, 2023).
- Introducing Flexible Work Arrangements
The implementation of flexible work arrangements by Repas can serve as a means to enhance work-life balance and mitigate stress levels. This initiative has the potential to incorporate various alternatives, including but not limited to flexible working hours, remote work opportunities, compressed workweeks, or job-sharing arrangements. By granting employees increased autonomy in determining their work schedules, they are allowed to effectively balance personal obligations and subsequently mitigate stress levels. Flexible work arrangements have the potential to enhance employee satisfaction, engagement, and retention by accommodating the unique needs and preferences of individuals. The rationale behind the adoption of diverse strategies for implementing flexible work environments lies in the potential benefits they offer to employees, such as enhanced personal responsibility management, reduced commuting stress, and the promotion of a conducive and healthy work atmosphere (Perkbox, 2020). By effectively addressing a wide range of individual needs and preferences, organisations have the potential to enhance employee satisfaction, mitigate burnout, and foster a conducive work environment.
AC 3.2: Design (in summary form) a wellbeing programme/initiative that would address one area of Repas’ needs.
Stress Management and Resilience Program
Need Being Addressed:
To address the increasing short-term staff absences attributed to stress and improve overall employee wellbeing and resilience.
Key Components of the Program:
- Stress Awareness Workshops
Stress awareness workshops are interactive sessions designed to educate employees about stress, its effects on physical and mental health, and its impact on work performance. The main objective of these workshops is to increase awareness and understanding of stress, as well as to provide practical tools and techniques for stress management. The workshops can be facilitated by experts in the field of psychology, human resources, or wellness, who can present valuable information and engage the participants through activities and discussions.
- Understanding workplace stress: To assist employees learn about the different types of stress, their triggers, and how it affects the body and mind. The program can be used to make them aware of the difference between positive stress and negative stress.
- Identifying key stressors: The purpose is to encourage and teach employees how to recognize their stressors, both in the workplace and personal life.
- Impact of stress on employee health and performance: The workshop can highlight the physical and emotional consequences of prolonged stress on health, productivity, and overall well-being.
- Stress management techniques: Practical strategies for managing stress can be introduced. It covers aspects such as time management, setting boundaries, seeking social support, and maintaining a healthy lifestyle.
- Key coping mechanisms: Participants are taught adaptive coping mechanisms to deal with stressful situations and build resilience.
- Resilience Training
Resilience training aims to equip employees with the skills and mindset needed to navigate challenges, setbacks, and change effectively. By fostering resilience, organizations can create a workforce that is more adaptable, confident, and capable of maintaining high performance in the face of adversity.
- Understanding Resilience: Employees will be introduced to the concept of resilience and its importance in personal and professional growth. They learn how resilience can be developed and strengthened over time.
- Coping Strategies: A special training session can be set aside to provide various coping strategies to handle stress, uncertainty, and setbacks constructively. This may include reframing negative thoughts, seeking social support, and finding opportunities in challenges.
- Developing Emotional Intelligence: The resilience training will put more emphasis on aspects encompassing emotional intelligence, helping individuals better understand and manage their emotions and empathize with others.
- Workplace Flexibility: Employees can learn how to embrace change, be flexible in their approach, and adapt to new circumstances with a positive attitude.
- Mindfulness Sessions
Mindfulness sessions are designed to introduce employees to the practice of mindfulness. In most cases, it involves paying attention to the present moment without judgment. These sessions can have a profound impact on reducing stress and promoting emotional well-being.
- Proving Guided Meditation: Employees will be led through guided meditation exercises, which may focus on aspects such as breathing, body scan, or visualization. This is designed to assist individuals to become more present and aware of their thoughts and feelings both in a professional and personal setting.
- Stress Reduction: Mindfulness is proven to reduce stress and anxiety, as it encourages individuals to let go of any reflections related to the past or worries about the future.
- Improving Focus and Concentration: Regular mindfulness practice can enhance focus and concentration, leading to increased productivity and effectiveness in the workplace.
- Emotional Regulation: Mindfulness sessions can help employees develop better emotional regulation skills, enabling them to respond to challenging situations with calmness and clarity.
- Employee Support Network
Establishing an employee support network creates a sense of community and belonging within the organization. It allows employees to connect with peers who may share similar experiences, providing a platform for mutual support and understanding.
- Peer Support: Employees will be provided with an opportunity to share their challenges, seek advice, and receive emotional support from colleagues who may have faced similar situations.
- Online Platforms: The support network can be facilitated through online platforms, where employees can engage in discussions, or through regular in-person meetups, fostering personal connections and camaraderie.
- Wellness and Resource Sharing: The network can serve as a space for sharing wellness resources, tips for stress management, and other helpful information related to well-being.
- Confidentiality and Trust: To ensure the effectiveness of the support network, it is crucial to promote an environment of trust and confidentiality, allowing employees to open up without fear of judgment.
- Encouraging Professional Help: While the support network can be valuable, it’s essential to emphasize that it does not replace professional assistance. Encouraging employees to seek professional help when needed is important for more serious issues.
All Repas employees would be involved and affected by this program, including restaurant managers, shift managers, deputy managers, and regular staff members.
Potential Wellbeing Benefits:
- Increased awareness and understanding of stress management techniques: This can lead to employees being better equipped to identify and manage their stress levels. Further, they may be more likely to use healthy coping mechanisms, such as exercise, relaxation techniques, or time management skills. As a result, this can help to reduce the negative impact of stress on their physical and mental health.
- Improved ability to cope with work-related stressors and build resilience: This can help employees to deal with difficult situations more constructively. Additionally, they may be less likely to feel overwhelmed or anxious, and they may be better able to bounce back from setbacks; leading to increased productivity and job satisfaction.
- Enhanced overall mental well-being and emotional balance: This can lead to several benefits, including improved sleep, better concentration, and increased energy levels. Employees may also be more likely to feel optimistic, and they may be better able to manage their emotions. As a result, they can lead to a more enjoyable and fulfilling work experience.
- Strengthened employee support system and sense of community within Repas; This can provide employees with a safe and supportive environment where they can talk about their stress levels and get help from their colleagues. It can also help to create a sense of belonging and community within the workplace, which can be a valuable source of workplace support.
- Reduced short-term absences attributed to stress: This can assist Repas to save more resources while at the same time improving productivity in the workplace. It can also send a positive message to employees that the company is committed to their health and well-being
AC 3.3: Explain how your wellbeing programme would be implemented in a way that is suitable for Repas.
To implement the stress management and resilience program at Repas, the following steps could be taken:
- Programme Development: Repas will develop the stress management and resilience program’s content and structure in consultation with external experts, HR professionals, and representatives from all levels of the organisation.
- Consultations: Repas will hold strong consultative meetings with its employees and managers to assess what needs to be covered in the programme. This would ensure that the programme is relevant to the requirements of the employees and is implemented with the support of the management.
- Communication and Training: Repas will communicate the program’s objectives, benefits, and implementation strategy to all employees via company-wide announcements, meetings, and internal communication channels. It will also provide administrators with training on how to encourage and support employee participation in the programme.
- Program Rollout: Repas will Introduce the stress management and resilience programme in stages, beginning with workshops on stress awareness. Other components such as resilience training, mindfulness sessions, and the employee support network can be implemented gradually.
- Resources and Materials: Repas will create programme materials, such as workshop materials, pamphlets, and digital resources, to support the learning and application of stress management techniques by employees. They will also ensure there is easy access to these resources through an authorised online platform or company website.
- Feedback and Adaptation: Throughout the program’s implementation, Repas will collect feedback from participants to evaluate its efficacy, identify areas for development, and make any necessary adjustments. It will also review and revise the program’s content and delivery methods frequently based on employee feedback and changing requirements.
AC 3.4: Explain how your Repas wellbeing program would be evaluated and monitored.
To evaluate and monitor the effectiveness of the stress management and resilience program at Repas, the following approaches could be adopted:
- Employee Surveys: Repas will carry out periodic surveys to gauge employee satisfaction, engagement, and perceptions of stress levels before and after the program’s implementation. It will include specific questions related to stress management, resilience, and the impact of the program on their well-being.
- Absence and Turnover Data: Repas will monitor and analyse absence and turnover rates to assess any changes or trends that may indicate the program’s impact on reducing stress-related absences and improving employee retention.
- Program Participation Rates: Repas will track the number of employees participating in different program components, such as workshops, training sessions, mindfulness sessions, and the employee support network. Evidence of higher participation rates would indicate greater employee engagement and interest in the program.
- Feedback and Focus Groups: Repas will organize focus groups or individual feedback sessions to gather qualitative insights from employees regarding their experiences with the program, perceived benefits, and suggestions for improvement. This feedback can provide valuable information for program refinements and adjustments.
- Key Performance Indicators: Repas will outline key performance indicators (KPIs) related to employee well-being, such as self-reported stress levels, job satisfaction, and work-life balance. It will further monitor these KPIs to measure the program’s impact and identify areas requiring further attention.
By combining both quantitative and qualitative evaluation methods, Repas can gather comprehensive data to assess the program’s effectiveness, make informed decisions, and continuously improve the well-being initiatives implemented within the organization to ensure that it is meeting the needs of employees.
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