CIPD 7OS06 Wellbeing at Work

CIPD 7OS06 Wellbeing at Work

We are no longer treating wellbeing at work as a nice-to-have.

Winning organisations prioritise employee well-being, and the HR department leads this endeavour.

Therefore, HR professionals who understand the CIPD 7OS06 Wellbeing at Work course become an indispensable asset to their workplace.

When we think about wellness, we mean self-care, a routine of healthy habits to maintain good health and well-being. This could include going to the gym, taking yoga classes, eating well, and engaging in self-care routines.

When we look at well-being, this ecosystemic concept looks at happiness. How happy I am with myself, my life, and my work. This happiness is affected by many factors, such as your psychological safety at work, earnings, the political situation, the weather, you name it.

We must look at well-being from a strategic and ecosystemic perspective, not just the wellness process. This is where we often get it wrong. We say we have a well-being strategy but provide wellness benefits, including yoga classes, gym memberships, and puppy therapy on Thursday evenings. But that is not going to translate to well-being at the strategic level.

It is important to recognise this, which leads to our definition of organisational well-being or well-being at work. We believe it is an ecosystemic process that enables sustainable human and organisational health, resilience, and performance.

Of course, other aspects of happiness are already embedded in that as a given. Still, it considers the idea that it has to be good for people and businesses and sustainable at both levels over a long period.

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Employees are Assets

We see this always. People are only assets if supported, given the right training, and provided with the right environment to be productive and happy. This, in turn, enables them to contribute to the innovation and development of the business.

If we do not support our people, they can become liabilities, become ill, be absent for long periods, make costly mistakes, or contribute to compliance breaches. Major mistakes and mismanagement can result in significant costs to the business.

Most companies likely exist somewhere in between, operating within a “give-and-take” relationship. Employees may think, “What is the most I can get out of this company while contributing the least?” Meanwhile, businesses might think, “How can we get the most out of these people while providing the minimum they expect?”

Moving the needle toward a more sustainable and mutually beneficial relationship is important. It involves getting the most out of people in a way that is also good for them. This approach requires dual responsibility.

Individual Responsibility

Employees need to maintain their health and well-being.

Organisational Responsibility

Organisations must provide the resources and capacity to help employees sustain their health and well-being.

It is not just about rescuing employees when things go wrong. A preventative organisational strategy is essential. This involves creating environments where people can thrive and where their needs are met through the company’s culture, strategy, and ways of working.

When this is done right, the results can be transformative.

How to Build an Organizational Wellbeing Strategy That Works

It follows the framework’s rules from the centre inside out, and we start with inclusion and psychological safety.

Here, we want to look at how we can assess our level of inclusion and safety at different steps of the employee journey. From recruitment to onboarding and training, we ask, To what extent are we checking in with employees during absences and return-to-work procedures? Are exit interviews helping us maintain an inclusive, diverse environment that builds psychological safety at work?

This is a key prerequisite to anything else you will ever do. That in itself is a huge positive driver of well-being. If this is not done well, all the other initiatives you build on top will likely have a minimal impact.

Next, we look at assessing human needs. It is important to ensure that your building aligns with people’s needs, not just what you think they need. The challenge here is that if psychological safety is not a prerequisite, people will not tell you what they need or how they feel.

Sometimes, people themselves do not know what they need. They might be able to tell you what they like or dislike, but they would not necessarily understand how certain environmental factors impact their health and well-being. A proper investigation of unmet human needs and drivers of health is essential.

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The next step is conducting a gap analysis. This means analysing your workforce strategically and reviewing training, development, support ecosystems, communication, and leadership. Are these elements fit for purpose, and are they meeting employees’ needs?

To do this effectively, you need a deep understanding of health, well-being, and human performance drivers. While feedback and surveys can help, a more comprehensive understanding allows for actionable insights.

Once gaps are identified, we build our support ecosystem. This starts with internal processes, such as training managers, leaders, and ambassadors to provide proper support. It includes raising awareness about processes, equipping leaders to handle challenges, and ensuring they know when and where to refer employees for specialised help.

Only after that do we establish relationships with external providers. These providers can address specific health issues and risks. This is a mutual, two-way relationship with these providers, with transparent referral processes and feedback mechanisms. For example, many employees now work remotely, often leading to musculoskeletal issues due to improper workstation setups. External providers can offer assessments and feedback that inform internal improvements.

It is also important to recognise that some employees may hide disabilities or health issues from employers due to fear of discrimination. An impartial and confidential support mechanism is vital. If your first point of contact is a line manager, you already set boundaries on what employees will disclose. Even the best-intentioned managers may inadvertently make decisions, such as withholding promotions, that could impact an employee’s motivation.

Finally, we address reward and recognition. What behaviours are being promoted and encouraged? Are we promoting the proper habits, such as self-care routines and awareness about health?

This largely stems from company culture and ways of working. For instance, if employees eat lunch at their desks while working, despite policies promoting work-life balance, it sends conflicting messages. Small changes, such as encouraging breaks or walks, can reinforce boundaries and healthier habits.

Reward and recognition should not just be about vouchers or tokens. They should align with internal practices that drive behavioural change. Knowledge and access to resources alone are insufficient. The environment must encourage positive behaviours.

What is HR’s responsibility for mental health?

The first is ensuring employees are connected to the appropriate resources. For instance, this can be achieved by training digital assistants to guide employees to the right support as part of an employee assistance program.

The second area is promoting a sense of community. Recently, we introduced a feature called Connections, a modern take on the HR directory. It allows employees to view photos or short videos of their colleagues and details such as hobbies, experience, career goals, and skills. This information helps employees discover new ways to connect globally based on shared interests, aspirations, or skill sets.

The third focus is career growth.

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I hope we have provided useful information on the course. However, if you need more guidance, contact our **CIPD 70SO6 Wellbeing at Work Assignment Help**, and our team will assist you further.