4.2 Evaluate policy and practice aimed at improving employee well-being in an organisation.
Question 14
The CIPD’s Health and Wellbeing at Work Survey (2020) found that some organisations which reported rising levels of stress-related absence are not taking specific steps to address this type of absence. How would you advise these organisations to effectively respond to rising levels of stress-related absence? Illustrate your answer with examples from your reading.
Adopting the definition of Williams et al. (2018) wellbeing at work is identified as the entire aspects of working life ranging from the quality and safety of physical environment to extent in which workers feeling about their work, working environment, work climate and work organisation (Williams et al., 2018). In this regard Suff (2021) note that harnessing wellbeing assist in preventing stress levels and creating a positive work environment with all players and organisations thriving successfully. For instance, in Almarai organisation, since COVID-19 emerged, they have set appropriate strategies for mitigating wellbeing issues in their workplaces. The Almarai strategy prioritises on their employees physical health and safety and mental health, occupational health and employees assistance program. The outcome of this strategy to Almarai has been inclusive of promoting appropriate employee morale and engagement, healthier and more inclusive culture and low sickness absence.
According to survey report in Simplyhealth (2021), stress is ranked as the major contributor of short and long-term organisation absenteeism. In the survey, it was evidenced that four-fifths of the entire respondents had noted of being absent from work in the last one year due to stress-related issues. Despite of the relevance of managing the stress-related absenteeism, Simplyhealth (2021) report evidenced that only half of the organisations have been investing on strategies for addressing these work-related stress absenteeism. For the organisations which have failed in establish a holistic program for mitigating stress-related absenteeism, the best strategy would include;
Establishing an Organisation Framework
As a best practice Mental health at work (2021) offers an appropriate framework applicable for ensuring organisations mitigate stress-related absenteeism. This is similar to the Almarai strategy where they have set their culture to be inclusive of actions that represent a roadmap for achieving an improved mental health outcomes. Similarly, CIPD (2021) provides a set of standards which ought to be adopted in ensuring the mental health at work outcomes are successfully achieved. These include prioritising the process through development and delivery of systematic program and activity, proactively ensuring work design and organisation culture are found driving a positive mental health outcomes. Further, an open culture around their mental health and increasing organisational confidence and capability with mental health tools and appropriate support offered. The last standard entail increasing transparencies and accountability by embrace of internal and external reporting.
In order to create a successful framework, the Simplyhealth (2021) most appropriate methods which would be implemented in the organisation for lowering the stress levels in workplaces would be holistic. These would entail employees assistance programs, employees surveys/focus groups, flexible worming options/improving work-life balance and risk assessments/stress audits. As part of Almarai culture, they already invest on short time training sessions intended to build individualised resilience, line managers training for stress management, involving occupational health specialists and a written policy guidance for managing the workplace stress levels.
Prevention
In MacKay* et al. (2021)…………
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