First and foremost, organisations have a responsibility to keep their employees safe from harm at work and this is the bedrock of any wellbeing eco-system. It is vital to ensure that health and safety risks are properly assessed and controlled and that the organisation is compliant with relevant regulations and statutes.
Organisational approaches to improving individual wellbeing have tended to focus primarily on health promotion and physical/biological aspects such as weight, smoking, fitness, alcohol, nutrition. Whilst these issues are important, they form only part of the required response to improving the wellbeing of employees.
A key area that is often overlooked is the implicit “psychological contract” between employee and employer and how perceived changes to this can seriously impact on an individual’s wellbeing. It is critical to recognise that “feeling well” is as important as “being well” in that an individual’s sense of wellbeing and contentment is largely psychological and based on their perceptions.
This extends to the social context in which an individual employee lives. It is increasingly the case that employees have to deal with often exceptionally difficult circumstances in their personal lives and this inevitably impacts on how they feel at work. The Healthy High Performance™ approach explicitly recognises the biological, psychological and social factors that contribute to an individual’s sense of wellbeing and helps organisations shape support to individuals accordingly, keeping them safe, feeling well and engaged.