Well-being at work is the key to having motivated, committed and, by extension, productive workforces. Today we will see how to develop a program to promote this work well-being in our company and have happy employees.

What is a workplace wellness program

An occupational wellness program is a battery of measures that seeks to improve the quality of life of the workforce. It transcends the incentive plan since it seeks something more global; Its intention is not only to improve the work environment or to strengthen the integration between collaborators, but to increase the well-being of the workers, including not only the employee but also their family nuclei. Increasing the satisfaction of the family in relation to the company, the sense of belonging and emotional bond of the worker increases in parallel as well. In fact, at present, this concept is linked to promoting the happiness of the workforce. Along these lines, it should be noted that a work well-being plan works on three dimensions: the professional development of the worker, the staff and the family.

What activities are usually performed in a workplace wellness program

– Work-life balance programs. From improving flexibility to implementing teleworking, continuous days, extra days off for work-life balance, etc.
– Training and career programs. Permanent training actions for workers, implementation of internal promotion plans, etc.
– Assistance programs. From daycare centers to health insurance copays, aid for people in a situation of dependency in charge of the worker’s family, psychological assistance, etc.
– Educational programs. Including from co-payments of schools, to possibilities of payment of university tuition, postgraduate degrees, etc.
– Legal support programs. Legal services available to the worker and his family nucleus.
– Financial programs. Facilities to receive future rewards in advance, preferential loans, aid for the purchase of a home or in exceptional life situations, etc.
– Leisure programs. Vacation facilities such as discounts for hotels, company apartments in summer resorts, points program for pleasure flights, etc. These leisure programs could also include “afterwork” events and activities that work on the integration of teams, but also the relationship between families: company celebrations, recreational activities such as excursions, trips, sports activities, etc.

Tips for developing a workplace wellness program

It is necessary to have made a design based on issues that the workforce likes and motivates before approval. Therefore, as a starting point, we must measure the satisfaction of the workforce and, from there, using social research techniques, specify which measures can motivate workers the most. Not a few workplace wellness programs fail because employees don’t participate in activities. Thus, it is a good idea that, in addition to this reflection and prior analysis, they are built hand in hand with the company’s templates.

The employee welfare plan must count as one more intra-corporate project:
– It should have a design that explains planned actions and activities with a schedule. The use of scheduling software is suggested.
– It has to contemplate a specific budget.
– It must be communicated to the workers, who must know it thoroughly.

If we want it to be an efficient program and guarantee its continuity, it will have to be evaluated continuously. Thus, through satisfaction surveys, work climate analysis and other indicators of commitment, belonging and performance, we will periodically analyze the impact of the program.

In addition, it is usually interesting to also communicate it externally for corporate reputation reasons. These programs improve the image of the company and act as recruiters of talent at a time when workers are not only driven by economic issues but also mainly by promotion and career opportunities and employee well-being.

By Lisa Baker, Senior Editor

Senior Editor Lisa Baker is the owner of Need to See it Publishing Group, providing contract news for business and news sites across the UK. Lisa is an experienced HR writer and commentator, editing HR publications for more than 5 years.