Many underestimate the preparatory work involved in working with employee well-being. This groundwork can help ensure that everyone understands the purpose of the process and feels secure about what will happen, as well as what is expected of each individual in the well-being efforts.
Without clear understanding and communication, there is a risk of losing engagement and support for the well-being initiatives. In the worst case, well-being may end up becoming a burden resting solely on the shoulders of the manager or HR consultant who initiated the effort. That’s why it’s important to invest in the initial phase to establish a workplace where well-being is a shared responsibility for everyone.
1. What Is the purpose of your employee engagement efforts?
Perhaps you’ve experienced this before: a workshop or an employee well-being survey without a clear purpose often results in a wave of questions and confused feedback, taking time and focus away from the original intent.
Who should define the purpose depends on how your organization is structured and operates. But ultimately, it’s important to get top management on board so they can take ownership.
Questions for reflection:
- Why do we want to focus on well-being? What outcome are we hoping to achieve from our well-being efforts?
- What specific impact do we want to see among employees, and what would that mean for the organization? For example, improved performance as a result of better job satisfaction.
- How does the specific employee engagement initiative fit into the bigger picture? For instance, in relation to culture, values, or strategic goals?
- How do we want to involve different levels of the organization in the process?
Once the purpose is clear, it should be communicated across the board – from leadership to employees – so everyone can engage in the process with clarity and openness.
2. Who holds the responsibility?
Who carries the responsibility for well-being in your organization? Of course, there needs to be a dedicated person or function driving the employee engagement efforts. Still, it’s equally important to make it clear that well-being is a shared responsibility and an integral part of your desired workplace culture.
Without employee engagement, well-being efforts lose their value. Leadership must act as role models, actively and constructively contributing to the process by taking ownership. Working with well-being is a leadership discipline that requires focus, empathy, and understanding.
Questions for reflection:
- Who currently takes the initiative for well-being efforts in your organization? Is the responsibility and mandate clearly defined?
- What role does leadership play in your well-being work?
- How can you best communicate and embody the shared responsibility for well-being across your organization?
3. What is your starting point for employee engagement Work?
The starting point for well-being initiatives can vary greatly from one workplace to another. You may not have a well-developed language for talking about well-being at work. For some, the concept might feel like unfamiliar territory. For others, it may be built on years of strategic focus and initiatives.
Your ambitions for well-being should match your starting point and your way of working. This includes adapting methods, activities, and formats to align with the specific context and culture of your workplace.
Questions for reflection:
- What experiences do we have with working on well-being – both positive and negative?
- What resources and existing knowledge can we draw on? How well-equipped are we already?
- Do we have a shared language for discussing well-being? And how could that be a help or a hindrance?
- How does our work culture influence our well-being efforts? For example, formal vs. informal culture, hierarchical vs. open and transparent.
Use the employee engagement survey as a starting point
Whether you’re experienced or just taking your first steps in working with employee well-being, a well-being survey is a great place to start.
A survey provides data and insights into motivation and engagement at work, offering a solid, shared foundation for meaningful conversations. At the same time, it can highlight specific areas that need extra attention in order to improve overall well-being.
