As employers around the world place a greater focus on employee well-being, many will need to figure out the best approach for their particular organization so as to get the most effective and efficient outcome. Some of the best ways of doing this is looking at how others have succeeded as well as looking at what has not worked in the past. By taking into consideration these main foundational areas, any well-being program will have a much better chance of succeeding on every level.
1. Defining Scope
One of the most important first steps in any employee well-being program is defining a framework, so as to bring clarity to what will or will not be included in such a program. The framework gives a chance for those establishing the program to set out well-defined parameters as well as goals and objectives around each expected outcome.
Some things to consider will have to do with the general culture of the organization, but also with what is expected in terms of results. Is the goal to increase provisions for those that are not well? Or is the focus more on preventive measures? Will the focus be on overall well-being or just health related initiatives? Will the approach be a program that fits all employees, or will there be some opportunity for customizing to individual needs? Maybe it's combination of all or some of these. The key is to look what has been proven successful in the past and what is possible to achieve in each particular situation.
The key is also to be clear about objectives. These will give the program direction as well as will help to prioritize resources and budgets. It might be better to have less objectives, but have the confidence that the few that have been approved can be implemented without having to pull back later because of lack of funding or resources.
2. Measurement of outcomes
There is a lot of risk with any program that does not have some type of link to outcomes. As with other successful activities in a company, employee well-being programs will be asked to demonstrate some type of impact on staff and the organization. While linking every initiative directly to the bottom line might not be realistic, it is recommended that Key Performance Measures (KPI's) be set just as with any other program.
Instead of making broad assumptions about how well-being initiatives help to increase employee engagement or productivity, it is well worth the time to look at pre and post measures - both quantitative and qualitative - that in the end will help build a strong thorough story. These metrics can also help in further adjustments to the program in the future, vs. taking a risk of having the program be eliminated or cut due to lack of data.
Some metrics to consider can include reduction in absenteeism, engagement, attrition and even more specific metrics around customer service. The key is to look at setting a benchmark before the program initiatives are put in place, and have a tracking mechanism that can help assess at any point and time.
3. Audience specific
Knowing your audience is the first step to any successful program or initiative. What this means is that before putting any program into place, it is critical to understand what is it that people really want and what are the nuances of the organization that will impact how the initiatives are developed and implemented.
In many cases when these types of programs are developed, employers assume they know what employees want and often end up implementing things that lack adoption or only apply to a very small group. The most sensible approach is to build a well-being program on insights and evidence about what is truly important to people and how they are currently less successful due to experiences that can be addressed through specific interventions as part of the program.
We know that a one size fits all does not work and will not deliver the types of results an organization will want. Employees that work in a real-estate company will come across different types of events and stress factors than for example call center employees or workers in a retail warehouse. Factors linked to absence in all cases will be different as well as factors that influence effectiveness in dealing with unhappy customers or elevated levels of stress due to the physical environment.
4. Cost implications
The ability to report out on costs and savings, or any financial impact of a well-being program, can give the initiative great momentum with senior management. By establishing the costs of ill health, absenteeism and low engagement to the organization, it will be that much easier to demonstrate the upside of the program over time once it is in place.
Work and Well-being Ltd. - an organization that specializes in the measurement of employee well-being - suggests that a legitimate budget line, at a minim, should include absence (for example, salary, national insurance, pension, benefits and bonus), attrition and presenteeism (estimated to be 1.5 times the costs of absence).
5. Effective evaluation
This foundational pillar is very much tied to all of the above. The reason why it's so important to measure and evaluate is that otherwise well-being programs will not be taken seriously, and even if they are, it will be difficult to show how effective they really are and build further on success.
The danger, like with any other programs that do not have metrics, is that these are the first ones that are cut when things get tough. Ironically, it is during these more difficult times when employees need more support with stress related issues that in the end can impact the organization as it tires to keep its head above water.
Evaluating the program at regular intervals with someone who understands how to put these metrics in place is critical. It can be what makes or breaks the success of the program. Regular assessments can help with refinements and can also help to increase those interventions or activities that are giving the best results. For me, there is no greater motivator for having an effective evaluation than being able to show senior management how employee well-being is a good thing for the organization and how it's a win win for both the employer and the employee.
To learn more about how to increase happiness both in your personal life and in the workplace check out "The Good Life Agenda" at http://www.thegoodlifeagenda.com.
Article Source: http://EzineArticles.com/?expert=Doris_Walczyk
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