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 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: LambethCo Production

NEF, 2008

Social networks make change possible.

Devolve real responsibility, leadership and authority to ‘users’, and encourageself-organisation rather than directionfrom abovefrom 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

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

Wellbeing at work: today

(based on the survey of 10 people)

1 2 3 4 5 6 7 8 9 10

keep active 7

learn 7

give 7

connect

to those aroud me 4

connect to

the local area 0

care about the

environment 4

At work I feel supported to: Info Wheel

Memo to future self

Thematic analysis using the 6 Wheel of Wellbeing segments

21 responses

32 ideas for wellbeing at work

Wellbeing at work: today

1 2 3 4 5 6 7 8 9

body 9

mind 3

12

spirit 0

people 5

place 3

planet 0

work task

Memo to future self: Info Wheel

Meet Reena and Bob

mrs frontline & mr back office

likes to keep busy

doesn’t get enoughsupervision

isn’t great at time mangement

has a smart phone

is known to know theis known to know thelocal area quite well

finding that times are tough at work

stares at a screen, a lot

juggles several tasks at once

spends a great deal of timein meetings

should get out of the office more

realises he should getrealises he should getto the gym at least once this week

finding the cuts quitehard on morale

Out of the office Internal organisational workspaces

trip from home to work

lunch break (multiple locations)

multiple trip to clients’ homes(daily)

trip from home to work

lunch break (usually the same place)

meetings with external organisationsmeetings with external organisations(weekly)

desk/computer - front line offices

meeting spaces

outpatient dept

printer

communal areas (lifts, lobby, hallways)

desk/computer - back office

meeting spacesmeeting spaces

printer

communal areas (lifts, lobby, hallways)

Environmental surrounds

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, whichplaces emphasis the sharing of innate, local knowledge & assets

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

Drivers:

Reena and Bob both feel unsupported by their employer inconnection 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 unsupportedin their wellbeing at work

Barriers:

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.

WWith 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: Define

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

Zooming right in: Design Brief Overview