A happy and balanced employee is the cornerstone of a successful business. There has been a lot of talk in recent years about well-being at work, but defining and measuring it often seems challenging. For this reason, it is good to dive deeper into what well-being at work means and how the work community can contribute to achieving it. This reflection can be used to develop a clear strategy for well-being at work.
A well-being strategy ensures the resilience and motivation of existing employees, but also provides an important competitive advantage in the eyes of new employees.
You might want to consider these aspects:
Physical well - being (general health, fitness and nutrition)
Mental well - being (Stress management, mood, coping and motivation)
Professional well-being (Opportunity to develop professional skills and be heard in the work community)
Personal well-being (It is also possible to do well outside the workplace on the basis of the well-being of each employee)
Once we have defined what well-being involves, it is noticeable how a broad concept is talked about and one can start thinking about a holistic approach. For this reason, an annual well-being day or exercise event is difficult to make enough to support well-being - at least if quality results are to be achieved.
QUESTIONS TO SUPPORT THE BUILDING OF A WELL-BEING STRATEGY:
How does our work community support employee mobility?
Is current occupational health care sufficient to prevent, not just treat, health problems?
What solutions can we offer to ensure food diversity?
How do we identify employee overload? How do we prevent and treat it?
How do we collect feedback on satisfaction?
Do we provide quality training to strengthen professional development?
Can we influence how an employee can work outside of working hours?
The questions are intended to raise questions about what practices already exist and what practices are needed.