and ensuring safe working practices underpin a strong safety culture. On mental health, the CIPD
suggests risk assessments are carried out and that training encompasses conflict resolution and in having difficult conversations. Stress management interventions are recommended alongside OH support and EAPs. A further area of wellbeing
concerns the work environment. This should be inclusive, open and transparent. Job roles should be carefully formulated and workloads must be manageable. Working hours, flexibility and work-life balance should also be considered. Job satisfaction is important to wellbeing and all of these factors play a part in creating this. Autonomy is also an issue to consider as is change management. Communication and involvement practices are important. The CIPD comments that
values, ethical standards and principles must be backed up by effective corporate governance. Leadership must be values-driven, with management able to build trust. A strong culture of corporate
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social responsibility (CSR) can underpin high ethical standards. Practical CSR initiatives might include support for volunteering and community work. Valuing diversity can help to
foster inclusion. An inclusive culture recognises and listens to employee voice, respects individuals and forges positive social relationships. Once again management style comes to the fore here as individuals must be treated with dignity and respect. Consultation must be genuine such as individuals are involved in decision-making. Learning and development also
underpin wellbeing policy. Career growth is important for wellbeing and this can be supported through mentoring, coaching, succession planning and effective performance management processes. Lifelong learning can be integral to career development, with access to training and learning interventions made available. A creative environment that encourages collaboration both aids social wellbeing and leads to workplace innovation. Financial wellbeing is also a key component of wellbeing at work.
Fair and transparent pay and benefit policies, non-financial recognition, retirement provision and planning, and employee financial support (such as that available through EAPs) are valuable wellbeing policy and practice components.
RESPONSIBILITY FOR WELLBEING The CIPD suggests that a strong focus on wellbeing will enhance employee engagement and organisational performance. It is therefore in the organisation’s interest to make sure that everyone in the organisation holds responsibility for fostering wellbeing. Notwithstanding this, different employee groups will have distinct responsibilities. Human Resources (HR)
professionals, for example, should play a key role in taking forward wellbeing initiatives, policies and interventions. They must manage upwards in this respect by ensuring that senior managers see wellbeing as a priority and integrate it into daily business activities. HR also needs to make sure that line managers understand their responsibilities for
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