This concise book will provide an essential resource to help HR Directors, managers and company leaders use the new ways of working during the Covid19 pandemic to rethink, reboot, reframe and deliver new ways of working for employee wellbeing and improved performance.
This concise book will provide an essential resource to help HR Directors, managers and company leaders use the new ways of working during the Covid19 pandemic to rethink, reboot, reframe and deliver new ways of working for employee wellbeing and improved performance.
Dr Monika Misra, European head of Associate Health and Wellbeing, Mars Inc. Professor Sir Cary Cooper, CBE. 50th Anniversary Professor of Organizational Psychology & Health, Alliance Manchester Business School, University of Manchester
Inhaltsangabe
Chapter 1: The opportunity: Employee health and wellbeing is a strategic enabler of business success. Employee engagement Wellbeing The business case Organisational response to Covid-19 Actions Case studies: UK Policing Chapter 2: Employee health and wellbeing must be a top company priority Gain commitment from the top Embed employee health and wellbeing into the business agenda Leverage CEO influence Appoint a board level sponsor with clear responsibilities Appoint a health and wellbeing board Engage the executive team to deliver the EHW agenda Invest in an EHW service to deliver a comprehensive EHW strategy Activate all levels of the organisation to bring the strategy to life Take an ecosystem approach to employee wellbeing Actions Case studies: British Petroleum UK Policing Wrightington Wigan and Leigh NHS Trust Gloucestershire NHS Trust SE Coast Ambulance NHS trust Serco Group plc Suez Recycling and recovery UK British Telecom Chapter 3: Health and Wellbeing must be owned by and driven through business leaders Impact of line management experiences on employee health and wellbeing The three key roles of the line manager in employee health and wellbeing: Self-care; Check-in; Create a culture of trust Supporting line managers to build these core competencies Actions Case studies: Suez Recycling and Recovery UK British Telecom Wrightington Wigan and Leigh NHS Trust John Lewis UK Policing Chapter 4: Wellbeing in the context of diversity equity and inclusion Groups at greater risk of poor wellbeing: Role type; Low-income groups; Ethnic minority groups; Female and younger workers; Carers Reaching workers that need help the most Tackling stigma The value of Employee resource groups Actions Case studies: National Health Service Transport of London John Lewis UK Policing Suez Recycling and Recovery Serco British Telecom GlaxoSmithKline Chapter 5: The flexible worker Pre-pandemic position on flexible working Covid-19- The paradigm shifts in flexible working practices Benefits of working flexibly Challenges of working flexibly Show to support managers Actions Case Studies: Devon and Cornwall Police UK policing Wrightington Wigan and Leigh Teaching Hospitals NHS Foundation Trust Transport for London Ryan Hopkins Chapter 6: the 5 fundamentals of successful wellbeing strategies Data-driven decisions Inclusive Approach Health and wellbeing Expertise Expand Awareness and Access Measure impact and Act Actions Case studies: John Lewis Suez Recycling and recovery UK British Telecom BAM UK&IRL NHS UK Policing NHS Serco Wrightington Wigan and Leigh Teaching Hospitals NHS Foundation Trust UK Policing
Chapter 1: The opportunity: Employee health and wellbeing is a strategic enabler of business success. Employee engagement Wellbeing The business case Organisational response to Covid-19 Actions Case studies: UK Policing Chapter 2: Employee health and wellbeing must be a top company priority Gain commitment from the top Embed employee health and wellbeing into the business agenda Leverage CEO influence Appoint a board level sponsor with clear responsibilities Appoint a health and wellbeing board Engage the executive team to deliver the EHW agenda Invest in an EHW service to deliver a comprehensive EHW strategy Activate all levels of the organisation to bring the strategy to life Take an ecosystem approach to employee wellbeing Actions Case studies: British Petroleum UK Policing Wrightington Wigan and Leigh NHS Trust Gloucestershire NHS Trust SE Coast Ambulance NHS trust Serco Group plc Suez Recycling and recovery UK British Telecom Chapter 3: Health and Wellbeing must be owned by and driven through business leaders Impact of line management experiences on employee health and wellbeing The three key roles of the line manager in employee health and wellbeing: Self-care; Check-in; Create a culture of trust Supporting line managers to build these core competencies Actions Case studies: Suez Recycling and Recovery UK British Telecom Wrightington Wigan and Leigh NHS Trust John Lewis UK Policing Chapter 4: Wellbeing in the context of diversity equity and inclusion Groups at greater risk of poor wellbeing: Role type; Low-income groups; Ethnic minority groups; Female and younger workers; Carers Reaching workers that need help the most Tackling stigma The value of Employee resource groups Actions Case studies: National Health Service Transport of London John Lewis UK Policing Suez Recycling and Recovery Serco British Telecom GlaxoSmithKline Chapter 5: The flexible worker Pre-pandemic position on flexible working Covid-19- The paradigm shifts in flexible working practices Benefits of working flexibly Challenges of working flexibly Show to support managers Actions Case Studies: Devon and Cornwall Police UK policing Wrightington Wigan and Leigh Teaching Hospitals NHS Foundation Trust Transport for London Ryan Hopkins Chapter 6: the 5 fundamentals of successful wellbeing strategies Data-driven decisions Inclusive Approach Health and wellbeing Expertise Expand Awareness and Access Measure impact and Act Actions Case studies: John Lewis Suez Recycling and recovery UK British Telecom BAM UK&IRL NHS UK Policing NHS Serco Wrightington Wigan and Leigh Teaching Hospitals NHS Foundation Trust UK Policing
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