Providing more of a holistic approach to workplace wellness

Individuals, families, and organisations face a wide range of problems both at home and within the workplace, but the key is to understanding and implementing more of a Holistic approach. Such wellness programmes are able to recognise the broad range of emotional, physical, familial, and organisational issues that impact on performance (Sandys, 2015). If a business owner requires sustainable success, they must help to create this strong culture of health both in the workplace and at home, to include not only management and employees – but also their immediate families.

Investment in health and wellbeing using such initiatives benefits the organisation as a whole, by giving employees an improved sense of value as a member of the organisation. Try to incorporate various programmes into the concept of health, by using Spiritual, Emotional, Psychological and Physical coaching programmes that are able to deliver such a rich array of potential human benefits – these will have great potential to enhance the performance, productivity and wellbeing of your organisation. Coaching not only decreases psychological strain among managers, but also improved personal development among staff (Weinberg, 2008, as cited by Harder et al 2014).

To compliment your Holistic coaching programme, you should also offer additional coaching interventions to further address behaviour and cultural change throughout the whole of your organisation.

Work-Life Coaching Programme (community and family support)

Business owners soon realise that once they implement our wellness programmes, they get better results when they recognise that spouses, dependants – as well as retirees are important populations that need to be reached. This helps to create a strong culture of health, both in the workplace and at home- including the employee and the immediate family. We supply companies with a wellbeing coordinator, dedicated to showing we collectively care about employee health and wellbeing by supporting everyone throughout the preferred initiatives.

Executive Wellness Coaching

Investment in overall mental health not only benefits employees and the organisation by improving retention, but also increases interest in personal development, mastery of work-specific skills, and an improved sense of value as a member of the organisation (Tu, 2010, as cited by virgin pulse, 2014).

We challenge both employees and managers to utilise a range of skills and valued abilities, with the knowledge that any improvement via workplace wellness coaching accompanies greater opportunities for skill use. Unless there is leadership and management support for improving the culture and mental health of the workplace, implementing one or several actions is unlikely to be effective. This is why we get CEOs to focus on the organisation as a whole, and we make sure our interventions are congruent with both employee values and employer business values – by taking into account job design and skill development.

LAMBERT offers a leadership programme that focuses on helping managers to create a portfolio of ‘wellness support’ products. We also:

  • Coach managers to become role models themselves, by maintaining a healthy lifestyle
  • Coach managers on how to give more control to the workforce and
  • Coach managers on how to balance effort and reward

We advise that everyone in the organisation becomes responsible for their own self-care, and as such we select individuals to become wellness representatives, but coaching is offered at all levels, from leadership to the individual employee – in order to create a culture of health throughout the whole organisation. Executive commitment to long-term support of the programme is key, and we support leadership during policy development in order to increase job satisfaction and quality of work of the whole workforce. Below is a table that shows the value of task specialisation:

A wellness programme focused on task specialisation

Value on Investment / Value of Expectations (VOI / VOE)

Products, services and staff dedicated exclusively to narrower focused tasks such as: coaching and employing a certified workplace wellbeing representative (Sandys, 2015).

A great addition to the H&S dept or a separate department, leading to greater control over employee health, job satisfaction, autonomy, and employee job retention etc.

Programmes that target sustainable behaviour change help employees modify habits that negatively impact their health long-term (Colling, 2013), and LAMBERTs programmes assist in doing just that, by offering a 6-month programme in order to help reduce work-life stressors.

We construct a platform to build from, which relates to reducing risk factors, achieving short-term goals, and improving basic biometrics etc. The programme helps businesses with the following:

  1. How to identify, prevent and manage ill health through self-care in order to promote independence
  2. Training opportunities for workplace leaders and potential workplace wellness coaches
  3. Cost effective and beneficial (individual and group) coaching
  4. Creation of monthly newsletters, annual calendars and brochures of various topics

According to Schaefer (2015), a 6-month worksite wellness programme can convert 57 percent or more of those at high risk to low risk, depending on the delivery of the programme. Working on the principle that the individual must decide for him/herself, as directed by DHSS, (1976) and cited by Loxley, (1997) related to individual ill health prevention – we always advise initiating a needs analysis in order to assess the start point for each programme launch.

If you are interested to find out more, contact us here on LinkedIn, or on any of our other LAMBERT Wellbeing platforms – or quite simply email: info@lambertwellbeing.comto ask us any questions you may have or to arrange a strategy call.

We look forward to working with you and helping you with your workplace wellness programme.

References:

Colling, J., (2013). Position wellness solutions within employee benefit strategies. Strategic HR Review, pp337-339.

DHSS (1976) as cited by Loxley, A., (1997). Collaboration in Health and Welfare: Working with Difference. Pp15

Harder, H., Wagner, S., and Rash, J., (2014). Mental illness in the workplace. Psychological disability management. pp156, 284.

Sandys, J., (2015). The Evolution of Employee Assistance Programs in the United States. Easna Research Notes Volume 5, Number 1, July 2015. pp2,3,7,9,11.

Schaefer, J., (2015). Greater employee productivity could far outpace health care savings.

https://www.shrm.org/hrdisciplines/benefits/Articles/pages/real-roi-wellness.aspx [accessed on 5th June 2019].

Virgin Pulse (2014). The Business of Healthy Employees: A Survey of Workplace Health Priorities. pp2. http://www.synergycreative.co.uk/images/Download_documents/PulsePaper_BusinessHealthyEmployees2014.pdf [accessed on 13th June 2019].

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