Moving from ad hoc engagement and wellbeing initiatives to an embedded engagement and wellbeing strategy may seem a stretch for some businesses. The tendency is to see a need and respond reactively. For example, de-stigmatising mental health has received quite a lot of media attention lately, which is fantastic. The reactive response would be to schedule in 'R U OK?' Day communications and add some Lifeline brochures to the lunch room. While these are certainly a step forward in terms of thinking about mental health in the workplace, will it really make an impact?
Odds are, unfortunately, it won't make a lasting impact on the culture of the business. That is because the initiatives are not targeted and have been implemented in a way that doesn't take into consideration the needs of different portions of the business.
So, let's look at this scenario again, from an organisational strategy perspective. Let's say the board understands the true impact that not supporting those with mental illness in the workplace can have (ie absenteeism, presenteeism, increased potential risk in the case of substance abuse, reduced engagement and productivity) AND they are truly value their people and are committed to making a difference in their lives. The initiative that would flow from this strategy would be completely different.
If you would like to explore how you can move to a more strategic approach to engagement and wellbeing, please contact us or schedule a Discovery Call and we can discuss your options.