Is your organisation communicating ‘your wellbeing is important to us’?

Research by NetworkWellness Ltd. found that most organisations surveyed, failed to communicate: “Your Wellbeing is Important to Us”. Those organisations are missing a major building block in their engagement strategy. Most organisations have the potential to increase the competitive effectiveness through better staff engagement. This subtle message increases employee effectiveness through improved  teamwork, motivation and willingness to succeed. Whilst individual managers can do a lot for engagement, the organisation as a whole needs to incorporate values of wellbeing and continuously work on demonstrating these values in communication and by taking action. This is why we at thenutritionhealer want to help and provide tools for effective workplace engagement.

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Four drivers of work-engagement:

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Wellbeing

The extent to which the organisation is concerned for employees’ health and well-being is the final pillar of engagement. Here, at the nutritionhealer, we will help your organisation communicate to your employees that their well-being is important to you.

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Design

The opportunities employees have to develop their jobs is an important factor of engagement. When job descriptions are rigid and not able to evolve and grow with the person, then engagement will also stop growing.

2

Listening

The extent to which employees feel able to voice their ideas, and managers listen to these views, and value employees’ contributions. Not being listened to and heard on the other hand is a source of frustration for employees.

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Involvement

The involvement in decision making is the number one driver of engagement. Being able to influence the outcome is important. If the employee is replaceable to the company, so is the company replaceable to the employee.

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Work engagement is ‘a positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.’

(Institute of Employment Studies, UK)

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