Work and Well Being

Our logo represents an aerial. This is highly relevant to our work because it underlines the importance we place on the signal to noise ratio when measuring the well-being of employees.

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What is Employee Well-Being?

What is employee well-being?

This is a very good question. Worryingly, only a few organisations ask themselves what they understand by this term before embarking on their well-being strategies and programmes. Our definition refers to work-related well-being which describes

What is employee well-being?

“That part of an employee’s overall well-being that they perceive to be determined primarily by work and can be influenced by workplace interventions.”

This definition allows organisations to operationalise employee well-being; it limits the term to those aspects of work which are perceived to influence well-being and are modifiable by the employer.

Our research shows consistently that employee well-being embraces a wide number of dimensions that can include advancement, organisational, managerial, social and physical workplace considerations as well as elements such as people’s physical and psychological health. Dimensions vary according to sector and type of work.

Testimonials

"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

"The results have provided a practical focus on how well-being and performance can be enhanced"

Christine Johnson, Head of HR, The Lawn Tennis Association

"I changed from initially being a bit skeptical about undertaking this work to being its greatest advocate!"

Nicola Horsey, Assistant Director – Libraries and Information, Department of Culture, Communities and Rural Affairs, Hampshire County Council

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The results have been very well received

“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

Some of the key findings were unexpected and underscored the value of this type of evaluation

“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

“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

“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

The well-being of our colleagues is fundamental to their performance

“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 Association

This is a beacon of light in the fog of muddled thinking around wellbeing strategy and purchasing decisions

I 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

“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