Strategic Methodological Approach
Well-Being, Leadership, Performance and Sustainability
My Work & Well-Being Consulting uses academic and well researched methods to evaluate and measure employee well-being at work.
Five Process Approach for measuring Employee Well-Being
The Strategic approach to assessing well-being in organizations prevents pitfalls and mistakes that ignore process. Some organizations hold the view that off-the-shelf programs (e.g. web portal) will work by itself. They fail to take the time to understand staff needs and interests and the best delivery methods for engaging staff.
Other organizations believe some new wearable technology, pretty website, or other technological asset, or a nifty incentive system results in better engagement. All that glitters is not gold.
Employers assume that a wellness strategy can be effective without partnerships and collaborations. A process perspective approach to measuring well-being helps you design and deliver programs while partnering with other functions, such as safety, training, talent development, risk management, leadership and customer service.
Return of Investments (ROI), without a process viewpoint, businesses can get overly focused on achieving some financial return. These returns are significantly more likely with careful attention to context – the culture, details of the local needs, and optimal design and delivery requirements. Many other outcomes come before and mediate financial returns (e.g. participation rates, employee engagement, health and well-being employees, leadership support). The evaluation systems should capture this process information.
ASSESS. Readiness, Needs, and Climate.
Assessing the most important Assess priorities that will link Employee Well-Being and Productivity.
We specialize in measuring employee well-being. We assess the staff, systems, programs and the environment of the workplace continuously. We do this using assessment which staff complete anonymously.
We offer three assessment options to suit all budgets and types of workforce using scientific well-being studies framework, to sector-specific assessments and a fully bespoke package.
Organizations use the results from these assessments to build a strategic health and well-being programme which is more likely to be effective because it is based on the actual needs of those for whom it is intended. The results will be presented using a variety of graphics and charts. Our assessments cover all aspects of employee well-being. Our assessment of employee well-being will be validated using an established, scientific approach known as Impact Analysis (Juniper et al., 2011).
DESIGN. Based on Assessment.
We design programs and strategies based on the assessment to produce relevant programs, measures and reports. Programs and workshops will be designed on the risks, needs, interests, and readiness levels identified in the initial Assessment stage.
Designing and selecting programs should be delivered in ways that are engaging, available, trackable, and fit within the platforms that staff like and can use. The systematic approach to designing the programs or workshops will assist with the evaluation stage to ascertain whether there was a problem with the content or the way it was delivered.
DELIVER / IMPLEMENT. For Optimal Use.
We deliver those features in ways that best enhance well-being. Employers should consider empowerment, innovation, leadership, management support, and enhance transfer of skills learned factors for the delivery stage of the process. It is essential to empower organizational end users to get involved in the earlier steps- assess and design stages). Doing so will improve engagement during delivery. Innovation is used to create novel and fun ways to deliver programs. This is important to success as is delivering the program with strict adherence to the original design. Innovation can come from good planning, communication, and scalability. Gain leader/management support by asking them to participate in earlier steps. Leadership buy-in and support assist with the implementation or refinement of the implementation plan. Enhance transfer of skills learned – the most important part of training and education occurs before the actual program. Pre-planning and goal-setting activities builds context around the program before the delivery of it.
Investing in an 'evidence-based' multi-disciplinary programme reaps the biggest returns on performance. We work with organizations to develop and deliver effective well-being programs. Through our evidence-based approach we make sure the strategic direction and the content support the needs of the business and the employees themselves.
Because we don’t actually offer well-being products and services ourselves, we can access the best providers across the market. Our independence means employers can be confident that they are getting the best products and services that are tailored to their particular requirements.
We work with organizations to select, procure, promote and manage programs. As well as recommending particular programs, we draw on our background in human resources management and organizational behavior to help employees to change behavior. We can support the wider aspects of human resources management if required.
IMPROVE. Advancement and Progress.
People’s well-being is the best predictor of performance, productivity and sickness absence. Many organizations are dissatisfied with their current well-being programs. They are expending resource but the payback is questionable. In these situations, we review existing plans and show teams how they can improve their return on investment ROI).
As employee well-being consultants, we undertake a systematic, analytical review of existing activity. We provide a comprehensive analysis of all processes, services and products.
We examine how they deliver against well-being outcomes and best practice. Using a tried and tested approach based on Cost Benefit Analysis modelling, we give an independent appraisal on a programme and its effectiveness.
Our recommendations guide organizations on how to improve their programme. Our approach is practical and based on our extensive experience of what works and what does not. Good programme design will result in good programme effectiveness.
EVALUATE. Impact and ROI.
We will evaluate the impact of the process and outcomes. Attending to this process shows that the organization cares for their employees. The systematic process will provide inside answers about what works in the organizational workplace setting with your employees. Evaluation will help determine training needs, the budget, program impact, professional development, lunch and learns, coaching, which elements need to be identified to pinpoint the most important program features etc. Evaluation will also identify which elements are important to the organization given its intention and values.
Evaluation will assist organizations to be able to calculate return on investment (ROI). Employers can assess changes in behaviour, performance, productivity (e.g. absenteeism), health status, safety factors (e.g. accidents), medical, or disease factors (short or long-term disability).
The Psychological Well-Being Index Model (PGWBI):
The Psychological General Well-Being Index (PGWBI) contains 22 questions about how you feel and how things have been going with you. Initially developed in 1970-71, the Psychological General Well-Being Index (PGWBI) is one of the most venerable and widely used individual well-being reported outcome measures used in the US National Health examination survey to assess the health and quality of life of people.
The PGWBI targets peoples’ self-representations of an aspect of their general well-being. It does not include an evaluation of physical health. The 22 items are frequently used to generate an overall Index or total score for general well-being. The 22-item instrument includes six dimensions:
Model to Assess the Employment Relationship and Employee Well-Being
The Workplace Employment Relations Survey (WERS) Model is the only study of British employment relations that collects data from employers, employee representatives and employees across a sample of more than 2,500 workplaces. WERS is a British Employment Relational model that have been used extensively to survey the UK workforce with respect to the management of the Employment Relationship. The WERS model covers three key workplace categories:
1. The Management of the Employment Relationship
- a. Employee Representation
- b. Representing employees in the workplace
- c. Employee Engagement
- d. Workplace Change
- e. Pay Conditions
- f. Paying for Performance
- g. Discontent in the workplace
2. Working Lives
- a. Pay dispersion and satisfaction
- b. Long working hours
- c. Work-life-balance
- d. Equality and Diversity
- e. Trends in Training
- f. Employee experiences of managers
3. Health and Well-Being
- a. Work demands and job security
- b. Health and Safety
- c. Job Satisfaction and Well-Being
- d. Autonomy and Well-Being
4. Employees Experiences of the Workplace
- a. About the job
- b. About the workplace
- c. Employees views about working in the organization
- d. Representation at work
- e. About yourself
5. Managers Experiences
- a. Fairness at Work
- b. Workplace Performance
- c. Workplace Flexibility
- d. Workplace Change