Question
- Front cover sheet
- Contents Page
- Task 1
• Briefing Paper
- Task 2• Report
- Reference List
- Bibliography
- Appendix (optional)
Solution
Table of Contents
1.1 Issues and Key Theories in Wellbeing at Work and Relevance to Workplace of Choice 2
1.3 Value of Adopting Wellbeing Practices in Organisations 5
Task 2- Review of Organisational Practice 6
2.3 Internal and external factors impacting organisation and priority areas of focusing 6
2.2 Wellbeing integration with other areas of people practice 7
3.1 Organisational practices and value added in meeting organisational needs 8
3.2 Recommendations of initiatives. 9
3.3 Steps for ensuring successful implementation of wellbeing programs 11
Task 1: Briefing Paper
Introduction
The introduction of a workforce wellbeing is often confusing for navigating and even the organisations interested in championing well-being encounter absenteeism of an elaborate approach. In Thrive at work (2021) for instance quotes an Australian survey which note that 16% of the organisations fails in addressing workplace mentla helath and overall wellbeing as they are not aware on the initial phases of the process implementation. Adopting the definition of CIPD (2022), promotion and support of the employee wellbeing is core for the purpose of an organisation in championing better work and working lives. This is since it elicit mutiual benefits to individuals, organisations, economies and communities. Similarly, considsering the Orchard Group case study organisation, they could use the wellbeing progesm in improving the management of the cases of absenteeism particularly front-line employees.
1.1 Issues and Key Theories in Wellbeing at Work and Relevance to Workplace of Choice
As evidenced in Great Place of Work (2021), the issues in wellbeing at work are informed by the fact that they influence on the capacity of ensuring the empoloyees are feeling strong, healthy and connected. The major issues hence include;
COVID-19 Pandemic– According to CIPD (2022), the COVID-19 pandemic has contributed to the employee health and wellbeing being prioritised at the top of agenda. The report evidence that more than two-thirds (66%) of all organisations are interested on evaluation of the impact of COVID-19 pandemic on the employees mental health. This is with two-thirds (67%) of organisations including COVID-19 pandemic as their top 3 causes of short-term absence (38%) with 26% of the employees reporting Long COVID as leading to long-term absenteeism. Similarly, in Orchard Group which is a provate care home provider, COVID-19 pandemic could have elicited immense impliucations on the prevalence of long-term absenteeism. Hence, to become workplace of choice, Orchard Group need to appropriately invest in approaches for managing the COVID-19 pandemic appropriately.
Remote Working– Over the years, this has been a significant issue which has been impacting on the success of wellbeng at work and its influence on the relevance of workplace of choice. This is supported by ILO (2021) report which is an organisation dealing with welfare of workers and evidenced on the scope in which due to the the rise in remote working, there has not been a clear distinction of where to work and home hours. This phenomenon is potentially evident in Orchard Group which is currently having 150 full and part time employees alongside the 20 zero hours workers. As a best practice in establishing wellbeing at work, there is a need for prioritising on this trend and motivate the employers in delivering considered and evidence-based interventions.
For the Van der Berg (2020) institute which deals with recommending the best theories of wellbeing at work, they note the key theories as categoerised into;
- Hedonism theory
- Desire satisfaction views theory
- Objective list views theory
Hedonism Theory
This theory is based on the assumption that well-being consists in, and only in, the balance of positive over negative conscious experiences. According to Utilitarianism (2021) the theory hence note that the only basic welfare goods are present experiences including enjoyment and contentment. This is with pain and misery being unpleasant experiences. Hence, for Orchard group, the best practice in implementation of the employees wellbeing would need to prioritise on factors of happness, definition of well-being in terms of pleasure attainment and pain avoidance.
Desire satisfaction views theory
According to van der Deijl (2022) this theory of wellbeing jote that the core area for leading to a good life is the satisfaction of desires. This means that when all desires of the employees are satisfied their lives would be good. For instance, in Orchard Group, the organisation would use this theory as part of implementing their wellbeing by ensuring the employees are granted with what they want with limited pleasure being exerted on them.