Our White Paper will be published on Monday 16th January, titled "How to Create a Healthy Business". Here's a sneak preview from one of our White Paper conversations; Justin Crossland, VP Global Wellbeing at Barclays.
Organisations tend to start with either a risk-based or programmatic approach to wellbeing. Purely focusing on the programme can ‘miss the point’, whereas a risk-based approach is robust, but potentially limiting. At Barclays, we consider an effective approach is a strategic one which promotes a complete culture of wellbeing. An exclusive risk-based approach can result in a tendency to react rather than proactively enhance performance.
Create your organisation’s wellbeing story through the sources of data you already have. Take time to understand what will be effective across your business and implement solutions that address specific issues. We identified groups that would benefit from proactive education, training and coaching. From there we included biometric screening, health risk assessments, a global speaker series, resilience training, proactive health coaching and a wellbeing portal.
Success for who? Your wellbeing programme means different things to different people. The definition therefore changes depending on which group you are addressing...
Prove the business case. It’s important to continuously measure organisational metrics, such as long- term absence data or attrition rates. However, in the first year of your wellbeing strategy and delivery, analysing engagement in the programme can also be an early indicator of later success.
Your people need to understand the why. Demonstrating that Barclays has a culture that supports wellbeing, enables colleagues to understand how this will help them have the energy and focus to perform at their best. Telling this story through effective line manager support and communication is key – alongside, of course, colleague feedback and experience. This has facilitated broader engagement to proactively change behaviours that will support the sustainability of the programme.
In 2017, we are increasing our focus on mental health and resilience. This is particularly well aligned with our overall strategy, achieving a culture of wellbeing and enabling sustained high performance.