EMPLOYEE

WELL BEING
-ALTAF HUSSAIN
DEFINITION
› Employee wellbeing is defined as the overall
mental, physical, emotional, and economic
health of your employees. It's influenced by
various factors such as their relationships with co-
workers, the decisions they make, and the tools
and resources they have access to
Richard Branson--
"Clients do not come first.
Employees come first. If you take
care of your employees, they will
take care of the clients.’’
Ken Mentos--
“People today really value
workplace flexibility and remote
work because it allows them to
focus their energies on work and
life as opposed to commuting or
other complications due to
geography.”
overview
 Why Focus on employee Health and
Well Being?
 The Psychologically Healthy
Workplace
 How Employees Benefit
 How Organizations Benefit
 Multi-Level Approach
 Process Orientation
 Key Success Factors
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Stress affects carrier decision
Everyone who has ever held a job has, at
some point, felt the pressure of work-
related stress. Any job can have stressful
elements, even if you love what you do. In
the short-term, you may experience
pressure to meet a deadline or to fulfil a
challenging obligation. But when work
stress becomes chronic, it can be
overwhelming—and harmful to both .
physical and emotional health.
.
Work-related stress doesn’t just disappear when you head home for the
day. When stress persists, it can take a toll on your health and well-
being. A stressful work environment can contribute to problems such
as headache, stomach-ache, sleep disturbances, short temper, and
difficulty concentrating. Chronic stress can result in anxiety, insomnia,
high blood pressure, and a weakened immune system. It can also
contribute to health conditions such as depression, obesity, and heart
disease. Compounding the problem, people who experience excessive
stress often deal with it in unhealthy ways, such as overeating, eating
unhealthy foods, smoking cigarettes, or abusing drugs and alcohol.
Stress Threatens Workforce Productivity
•Workplace stress not only affects the worker, it also has
adverse effects on company performance well. The effects
of
job-related strain are evident in workers' physical health,
mental health, and their behavior.
•These effects occur in a continuum, beginning as distress
in response to stressors. Distress, in turn, leads to elevated
blood pressure and anxiety, which increase the risk of
coronary heart disease, substance abuse, and anxiety
disorders.
•Workplace stress also has adverse effects on workers'
mental health, with an increased risk of anxiety, burnout,
depression, and substance use disorders. Workers who are
stressed at work are more likely to engage in unhealthy
behaviors, such as cigarette smoking, alcohol and drug
abuse, and poor dietary patterns.
•With these attendant health effects, workplace stress
reduces employee productivity, increases absenteeism and
presentisms, increases the number of days taken off work
for doctor visits, and increases healthcare costs incurred
by
employers. Workplace stress is also linked to higher
accident and injury rates and higher turnover rates, both of
which increase administrative costs
.

Successful organizations understand the importance of implementation, not

just strategy, and, moreover, recognize the crucial role of their people in this
process.
.
Multi-Level Approach
Primary
Interventions Secondary
Interventions
Workplace stress is
preventable
and identifying the potential
sources of stress to employees
in
an organization is the first step
in
addressing them. Effective
interventions for reducing
workplace stress can be
classified
as primary, secondary, and
tertiary.
Primary Interventions

Primary interventions involve proactive measures to prevent stress by removing or

reducing potential stressors.
This level of intervention focuses on the sources of physical and psychosocial
stress in the workplace.

Examples of primary interventions include:

 Redesigning the work environment

 Providing breaks and nap-times for employees
 Increasing employee participation in decision making and work planning
 Increasing time and resources for completing specific job tasks
 Matching job description with employee skills and qualification
 Creating clear promotion and reward pathways
 Eliminating physical hazards
 Substituting with safer equipment and technology
 Establishing control measures to reduce worker's exposure to occupational
hazards
 Promoting the use of personal protective equipment
Secondary Interventions

Secondary interventions are corrective and are focused on altering the

ways workers perceive and respond to stressors. These interventions
aim at improving worker's ability to cope with stress and detect stress-
induced symptoms early.

Examples of secondary interventions include:

•Training and education of employees

•Cognitive behavioral therapy training for
workers
•Routine health surveillance - screening for
high blood pressure and stress symptoms
Tertiary Interventions

Tertiary interventions are forms of control at the level of the illness. These are
initiated for workers who are already experiencing stress. Tertiary interventions
involve providing treatment, compensation plans, rehabilitation programs, and
return to work programs for affected workers. Tertiary interventions include:

 Providing medical care and employee assistance programs to affected workers

 Return-to-work plans including modification and redesign of work
“ You don't build a business. You
build people, and people build
the business.”