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Workplace Wellbeing Assessment

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Nutritional information

Conducive Conditions
Organizational-Awareness
Wellbeing Leadership Opportunities

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Workplace Wellbeing Assessment

Executives must place a priority on wellbeing if they want to attract the right people, keep their best people, and drive their company's financial performance.
- Chief People Officer, Lazada Group.

  • Serves 100
  • Hard

Directions

Your existing workplace environment (e.g. infrastructure, policies, and procedures) will play a part in the kinds of activities chosen for inclusion in a wellbeing program. There will be areas within the physical environment that make it easy to conduct particular activities. For example, a multi-story building may provide an opportunity for a ‘take the stairs’ program, or the existence of shower facilities may make it easier to promote a ‘bike to work’ initiative.

On the other hand, the absence of these characteristics may make it difficult to include all suggested activities generated from employee surveys. For example, if a large number of workers showed an interest in a ‘bike to work’ initiative or a lunch time walk/run, the existence of bike racks, a shower and change room facilities becomes an important part of the decision making process. Without these the option is impractical.

Remember to consult with workers in the workplace in order to identify their physical activity preferences. Once you have done this, you will need to find a balance between these preferences and what is practical in your physical environment.

To assist in the evaluation of your workplace, a ‘workplace audit’ can performed. It will assist in identifying existing levels of support, along with barriers that might exist in the workplace physical infrastructure, policies or general procedures.

Source: Environment and Workplace Protection Division, Access Canberra.

Steps

1
Done

A Checklist For Setting The Foundation

Do we have a commitment to the programme from management and staff?

2
Done

Do we have a health and wellbeing leader to drive the programme forward?

3
Done

Have we established a person (or committee) responsible for coordination and administration?

4
Done

Have we communicated programme detail and direction to staff and sought their input?

5
Done

Do we have an ongoing communication process that invites feedback and encourages participation?

6
Done

Have we found out what the health and wellbeing issues are for staff?

7
Done

Have we assessed the workplace environment (policies, procedures and infrastructure) prior to programme implementation?

8
Done

Have we established programme benchmarks to allow for ongoing measurement of progress and improvement?

9
Done

You might consider a Health and Wellbeing Policy containing:
• a documented declaration of the organisation’s commitment to health and wellbeing
• clearly defined program objectives that are both realistic and easily measured
• an outline of the various responsibilities for key groups, such as management, organising committee, workers and external providers.

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Workplace Wellbeing Programme Evaluation