In this section, we explore some of the main issues surrounding employee well-being currently.
“The results have been very well received. Dissemination throughout the College has encouraged more open communication of difficulties, enhancing our ability to support our research students.”
Elaine Walsh, Senior Lecturer, Graduate School, Imperial College London“This approach to evaluating team effectiveness was new to our way of working. Some of the key findings were unexpected and underscored the value of this type of evaluation which puts the individuals’ own needs and experiences at the centre.”
Senior Director, Global Marketing Team“The process was quick and easy to do. Being able to quantify how library work affects our people has been very helpful. In particular, this work has highlighted areas that we were unaware of or have been unable to evaluate until now. It is our intention to carry out another assessment next year.”
Nicola Horsey, Assistant Director - Libraries and Information Culture, Communities and Rural Affairs Hampshire County Council“The Graduate Schools really hit the nail on the head with their PhD Wellbeing Survey. I could identify nearly every question as something I had experienced, seen or heard about and it will be a tremendously useful project for improving the experience of postgraduate researchers.”
Student Union President, Imperial College London“Our belief is that the well-being of our colleagues is fundamental to their performance and therefore paramount in enabling them to support the performance of all tennis players across the spectrum of British tennis from grass roots to elite players. This belief is reflected in our people strategy and plans at the LTA and the annual findings from Work and Well-Being Ltd endorse this approach. As well as establishing ways in which well-being can be boosted on an organisation-wide basis, the results have provided a practical focus on how well-being and performance can be enhanced within and by individual teams and are used to inform our people strategy and work place development programmes.”
Christine Johnson, Head of HR, The Lawn Tennis AssociationI am not easily impressed, but I have been by Bridget Juniper and her proposition for measuring work related wellbeing. The whole approach is based on the maxim ‘if you want to manage something, you first have to measure it’. This is a beacon of light in the fog of muddled thinking around wellbeing strategy and purchasing decisions.
John Picken, Shandwell Strategic Health and Well-Being“The output has delivered great value to us. Although we had a staff survey, the questions were generic and did not address the work issues specific to call centres. Work and Well-Being’s work identified, quantified and ranked the main problems associated with call centres for our front line staff. This has enabled us to develop a clear evidence-base performance strategy which is informing a large scale strategic work stream to make our national organization a better place to work. The analyses revealed some surprise findings which have been particularly valuable. As far as I am aware this is a unique approach. I would have no hesitation in recommending it.”
Richard Winter, Regional Director, National Call Centre Operation