What are your managers doing to enhance well-being at work?

Well-being at work is an expression of whether the individual employee overall feels good at work.

There are several good reasons to focus on employee well-being. A high level of well-being in the working environment promotes the quality of work and generally results in lower sickness absence. It is also a significant asset when it comes to the company's ability to retain and recruit workers. 

Well-being at work depends on a wide range of factors, including relationships with management and colleagues, the balance between work demands and the employee's resources, trust, development opportunities, recognition and influence. The psychological working environment in the workplace and employee well-being are therefore also closely linked and are something that management can actively work on.

Well-being survey as a tool

This can be, for example, through a regular well-being strategy prepared by management in cooperation with AMO, and which is concretized through various well-being initiatives in the organization, where employee well-being is continuously measured and specific action plans are established to strengthen relevant areas.

Well-being surveys are a useful tool in strategic work and can be carried out in several ways. It can be through conversations with employees, departmental meetings with a focus on well-being or through questionnaire surveys. At Health Group, we recommend conducting the overall well-being measurement via a questionnaire survey. The questionnaire makes it possible for employees to respond confidentially and for management to get concrete figures on the measurement. This means that the individual well-being parameters can be compared to see where it is relevant to take action in your particular workplace. However, the methods can easily be combined, and well-being should not be something that is only measured once every 3 years in connection with the statutory APV, if a company really wants to strengthen well-being. On the contrary, ongoing measurements and interviews can provide a more real picture of how well-being is developing in the organization. 

Another important element in the work on well-being is, of course, that the results are followed up with concrete actions, so that the measurement is not just done for the sake of measurement. In the subsequent work with the results, it is recommended to prioritize the areas that need further work and then make specific action plans for each area, so that it becomes tangible and with a responsible manager or employee at the forefront. In this way, there is a coordinator for the process to ensure that the work does not fall by the wayside. 

... So what are your managers doing to strengthen well-being at work?