Our audience posed some great questions during the session. Here are Judith’s answers (some of which we didn’t get time to cover during the webinar).
Q: What is a good % sample of data for survey feedback?
A: 20-30% is considered a good response rate for academic studies, with 50% being a good target for surveys within organisations. For our own Good Day at Work assessment we typically see response rates much higher than this by offering personalised feedback reports. If ever response rates are low for any surveys you have run, you can find useful patterns and information from those who don’t respond (if you can see where in the business non-responders are), as well as those who do.
Q: Frequency of wellbeing surveys – will perceptions be different in summer or winter, for example for those working outside?
A: The key here is consistency – so if you decide to do an annual survey then run it at the same time each year. Or you may decide to do two a year to test whether the season is impacting how people feel about work and in work. Some organisations run pulse surveys to test their main drivers of wellbeing and key outcome metrics multiple times a year to complement their annual comprehensive survey.
Q: Are there some recommended surveys to identify the needs of staff?
A: Naturally I would recommend our Good Day at Work survey, so please do get in touch to hear more about our approach. We use a validated assessment to measure wellbeing in organisations and are able to look at the drivers and outcomes of good wellbeing, how this is impacting the organisation and where to target improvements. Our assessment can also act as an organistional stress risk assessment by covering topics closely linked to the HSE Management Standards, which we call the six essentials. We also include resilience, engagement, physical and mental health, psychological wellbeing, absence, presenteeism, intention to leave, advocacy and productivity alongside the four components of what define a Good Day at Work – working well with others, work that matters, getting things done, and feeling energised.
Q: Often the levels of toxicity and lack of inclusion impact any effort to enhance wellbeing. How would these issues be factored in?
A: We know from our own research that we don’t all experience work in the same way. Different demographic and work groups may have different experiences and drivers of wellbeing to others. The key here is measuring and understanding this difference. Sometimes the activities put in place to enhance wellbeing may not be designed to target these specific issues and therefore may not be successful. When it comes to toxicity in the workplace direct, targeted action is often what is needed.
Q: How would you suggest wellbeing practitioners work with culture practitioners in organisation? Lots of overlap.
A: Wellbeing is such a broad concept, especially when we look at it as the design, organisation and management of work, and therefore it will overlap with the work of many other departments. I always like to think that when we all pool our different expertise and workplace lenses, we can make a bigger difference. Understanding what the priorities of the culture team are is a good place to start and look for ways you can help each other to deliver your objectives.
Q: Is there a template for the business case to populate with your own variables? And to have a set of evidenced example inputs.
A: We have a business case calculator tool that we use with our clients to help them articulate the value or return on investment that could be achieved by improved wellbeing, do get in touch if you are interested in hearing more about this. the calculations used by Deloitte and McKinsey in their reports are complex, but you can see these in the appendices of these reports if you are interested. I would say that when presenting the data from free business case calculators that you are careful with what you promise the organisation – if you want to tie your wellbeing programmes to a reduction in sickness absence for example, one bad flu season could wipe out any benefits. It is important to present potential savings and benefits carefully in the context of your organisation.
Q: Is the word wellbeing off putting to some directors or seen as soft?
A: The challenge with wellbeing is we all have it and we all have a perception on what it is. If leaders in your organisation see wellbeing as a nice thing to give to people through free fruit or yoga classes, then it can be hard to change that perception. That is why language is so important here – really defining what wellbeing means to your business is a good place to start and presenting the economic case for investment. We need to shift the focus on workplace wellbeing from a nice to have intervention to supporting our employees to have more good days at work through improving the design, organisation and management of work.
Q: Even after collecting data what is the biggest blocker to getting a strategy signed off?
A: I think this links to the question above on the word wellbeing – often if we are not clear on the definition and what is driving it, the business case is harder to present. Often the most effective wellbeing interventions are low or no-cost like showing appreciation, building trust, improving communication and autonomy. This is something we often see though our Good Day at Work assessment; once clients start asking the right questions the business case becomes easier to articulate. Having a wellbeing governance board or committee can be really helpful to get all the right people round the table to get everyone bought into the strategy, and making sure that roles, responsibilities and accountability is clear. It can also help so that your strategy links with the many other strategies the business has – the more wellbeing can be integrated into other business priorities, the less it will be seen as ‘another thing’ that people have to do.
Q: Can you share the GDAW capability model?
A: Do get in touch if you are interested in hearing about how we can support your organisation using our GDAW capability model.
Q: Wellbeing Champions: I would like a description of the role, agreed facilitation time to take on board the role and demonstrate the commitment from management for the role?
A: We work with many organisations on building and supporting their Wellbeing Champion network, do get in touch if you would like to hear more on how we can support.
