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Wellbeing at Work: Define


Zooming right out... NICE, 2009: Promoting mental wellbeing through productive and healthy working conditions: guidance for employers

1) Work has an important role in promoting mental wellbeing. It is an important determinant of self-esteem and identity. It can provide a sense of fulfilment and opportunities for social interaction. 2) The extent to which employee experiences stress is dependent on their own resources and capacity as well as the adequacy of support and supervision.


Zooming in & Getting local: SLaM SlaM currently promote Wellbeing through their Wellbeing garden but still disconnected from ‘everyday SLaM’ from both a geographical perspective and day-to-day goings on (people who provide support and people who receive it.)


Getting even more local: Lambeth Co Production NEF, 2008 Social networks make change possible. Devolve real responsibility, leadership and authority to ‘users’, and encourage self-organisation rather than direction from above How to recognise the hidden assets that public service clients represent, and make public services into engines that can release those assets into the neighbourhoods around them


Wellbeing at work: today Survey of Front Line & Back Office: 10 responses Headlines...

40% feel that work is responsible for at least 50% of their wellbeing 70% feel wellbeing not supported by employer 100% ‘know a good few local gems’ when asked how well they know their local area


At work I feel supported to: Info Wheel keep active

7

care about the environment

learn

4

1

connect to the local area

2

3

4

5

6

7

8

9

7

10

give

7

0 connect to those aroud me

4

(based on the survey of 10 people)


Wellbeing at work: today Memo to future self Thematic analysis using the 6 Wheel of Wellbeing segments 21 responses 32 ideas for wellbeing at work


Memo to future self: Info Wheel body 9 planet 0

mind 3

1

2

3

4

5

6

7

8

work task

9

spirit 0

place 3 people 5

12


Meet Reena and Bob mrs frontline

& mr back office

likes to keep busy

stares at a screen, a lot

doesn’t get enough supervision

juggles several tasks at once

isn’t great at time mangement has a smart phone is known to know the local area quite well finding that times are tough at work

spends a great deal of time in meetings should get out of the office more realises he should get to the gym at least once this week finding the cuts quite hard on morale


Environmental surrounds Out of the office

Internal organisational workspaces

trip from home to work

desk/computer - front line offices

lunch break (multiple locations)

meeting spaces

multiple trip to clients’ homes (daily)

outpatient dept printer communal areas (lifts, lobby, hallways)

desk/computer - back office trip from home to work meeting spaces lunch break (usually the same place) printer meetings with external organisations (weekly)

communal areas (lifts, lobby, hallways)


Drivers: Reena and Bob would like to be more mindful of their wellbeing

Reena and Bob and their colleagues have different perspectives on promoting their wellbeing

Reena and Bob are both in the game of mental wellbeing, which places emphasis the sharing of innate, local knowledge & assets

Both Reena and Bob attribute a considerable degree of their wellbeing to their time at work


Barriers: Reena and Bob both feel unsupported by their employer in connection to their wellbeing

Reena and Bob are both busy professionals on ‘auto-pilot’

Reena and Bob both feel connected to the majority of the wheel of wellbeing segments, but feel still feel unsupported in their wellbeing at work


Zooming right in: Define Reena and Bob are working through a time of immense change and strain for themselves and their colleagues They are both responsible for the mental wellbeing of many vulnerable adults - their mental wellbeing should be in tip top shape Their employer is struggling to support the basic functions of the organisation, let alone the day-to-day wellbeing of their teams. With these points in mind & NICE’s earlier statement that employees’ wellbeing is to some extent reliant on their resources and capacity:

How can we support staff members to be collaboratively mindful of their wellbeing, break patterns of auto-pilot behaviour and develop a more practical connection to the Wheel of Wellbeing?


Zooming right in: Design Brief Overview Client:

SLaM

Key aims: empower SLaM staff (front line and back office) to take control of their wellbeing promote a more practical application of the wheel for wellbeing promote community & a collaborative approach to wellbeing staff should feel more connected to their local surrounds in terms of the promotion of their wellbeing

Delivery:

phased series of interventions 1 month post completion of ‘develop’ proposed solutions should include use of online, offline & face to face contact solutions should harness current organisational communications channels and explore others all prototypes and solutions should be the product of a co design process


Wellbeing at Work - Define - David Singer