Whilst surveys and studies show that certain groups of employee’s value perks such as free fruit and discounted gym membership, others would better value more flexible working hours, Jim in Accounts want a cycle to work scheme. That’s the trouble with people- we all want something different!
However, the greatest impact on our wellbeing at work is more often linked to workplace culture and how work makes us feel. There are loads of different books, theories, statistics and gurus out there telling us what we need to have in place to ensure employee wellbeing and engagement as any Google search will attest to. ACAS believes that engagement is likely to be higher if you focus on the four main drivers of employee engagement identified by the Macleod Review in 2009:
With many of you looking at budgets and deciding how to max the cash available for improving what you offer your teams it is worth taking some time to think about how well you deliver on the above 4 statements. The original Macleod Review identified line managers as the key drivers of better engagement, arguing that managers need to provide their teams with focus and coaching, give them scope to develop and treat them as individuals. Yet many managers are Accidental Managers having been promoted based on technical, rather than people management skills, an area where they may have little aptitude or experience. Strategies that embrace engagement and wellbeing in a holistic way are more likely to be successful than a scatter gun / random approach to providing wellbeing benefits. SME’s are often better placed to implement effective programmes due to their smaller scale, but it often remains on the ‘nice to have pile’ rather than being a priority which is surprising as the impact of employee absence can be more noticeable in smaller companies as they struggle to cover things like long term sickness. The CIPD wellbeing pyramid [ below] shows a fully integrated approach to employee wellbeing and there is lots of helpful advice on their website.
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October 2020
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