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Ben Moss

Ben Moss

Ben joined Robertson Cooper in 2001 as a Business Psychologist. He then went on to become a product development psychologist, working on the design of many of Robertson Cooper’s products – including the original design of ASSET, our measure of wellbeing and engagement. From there he became Product Development and Marketing Manager where he started the process of building a market-focused function capable of building the products that the market was looking for at the time. In 2007 he became Director of Business Development and Marketing - and was tasked with building a professional team that could promote the company and develop mutually beneficial long-term relationships with clients.

Following success in that role Ben was appointed as Managing Director in April 2010. His remit is to grow the business and take Robertson Cooper to the next level – in terms of connecting with the market, partners and the wider community. Ben provides leadership, strategy and direction for the company, and has board level responsibility for business development. He works with our team, external partners and investors to create a bright future for the business.

Developing a health and wellbeing strategy that drives real culture change
In my last blog on 'readiness' and 'making change stick' I introduced the Good Day at Work model of wellbeing and change. Let’s now look at that model’s final two components which make up the ‘engine room’ of creating real change around health and wellbeing. Getting them right is the key to creating a wellbeing strategy that will drive real cultural change.
 

A culture change model to support health and wellbeing strategy development

1. Creating the 'Good Day at Work' mindset:

This is about ensuring your employees have the understanding, skills and capability they need to play their part in the success of your wellbeing strategy.

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Your health and wellbeing strategy is about business culture, if you want it to be
In Part Two of this blog series on corporate health and wellbeing strategy I looked at the difference between a strategy and a plan, including the factors to consider when deciding which is right for your business. In this third instalment, I’ll be considering the opportunity presented by developing a wellbeing strategy for influencing the overall culture of the business.

Having established that employers have a choice to focus either on a plan- or strategy-driven approach to organisational wellbeing, it follows that the former is more attuned to creating specific short-term business outcomes while the latter offers an opportunity to influence culture.

So if culture change is your main priority a more operational (and therefore narrower) approach to workplace wellbeing introduces the risk that you end up doing lots of ‘wellbeing stuff’. By which I mean well-intended (and often well-presented) interventions, services and activities that either don’t get used or don’t add up to much for the business: often not nearly enough to justify the combined cost and time associated with the investment.

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Understanding  the difference between a health and wellbeing strategy and a health and wellbeing plan
In the second part of this blog series on health and wellbeing strategy, I’ll be looking at where the line is between a strategy and a plan - and how to decide which side of that line you sit.

As we saw in part one, we’re moving towards a future where most organisations have a wellbeing strategy, albeit this is not yet quite the reality. We know (from a range of surveys) that there is a genuine desire and an intention to get going in earnest with wellbeing, whether that be through an internal project or by engaging external experts to help. But in either case, I think there is very often a strong desire to move through the thought piece and quickly get into action. One of the drivers for this can be cultural; so in cultures characterised by pace, action and results, senior people are likely to be heard saying things like:

‘This consultation is all very well, but we do a lot of consultation – when are actually going to get on and do wellbeing?!’.

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Workplace health and wellbeing has gone mainstream, but maybe not that mainstream

Workplace health and wellbeing has gone mainstream, but maybe not that mainstream!

So as we all know, most major UK employers are now investing in and thinking about the role health and wellbeing plays in their people strategies. Smaller businesses are bit further behind, having less to invest and often less well developed HR and Occupational Health functions, but the awareness and acceptance that health and wellbeing is now part of, so-called, ‘good work’ in the 21st century is nevertheless there.

This is great news and it’s an outcome for which my friend and Founding Director Professor Sir Cary Cooper has been fighting for many a long year.

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Who needs Work-Life Balance anyway?

Posted by on in Work-life Balance

Last month, The Independent reported that France is considering legislation, which would encourage employees to disconnect from work emails at home at the end of their working day. This is part of a continued effort to achieve greater work-life balance for the nation, after introducing what was seen as the pioneering idea of the 4 day working week for public sector workers several years ago.

If France is successful in passing this new law (and maybe also if it isn’t!), it will inevitably spark debate around whether or not this is the most effective way to achieve work-life balance. One would certainly be tempted to ask the question, ‘Is that really all we need to do then… stop accessing work emails at home?!’

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Cary CooperGood Day at Work™

The new wellbeing resources hub founded by @profcarycooper and Roberston Cooper. Join for FREE and access blogs, videos, downloads, podcasts and more.

Ben MossBen on Twitter

MD of Cary Cooper's business psychology firm, Robertson Cooper - for all things wellbeing, engagement and resilience at work.

Cary CooperCary on Twitter

Professor Cary Cooper, Director and Founder of Robertson Cooper Ltd, Distinguished Professor of Organizational Psychology and Health at Manchester Business School.

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