Well-being

Well-being or psychological health at work is characterised by active promotion, maintenance, and sustainability of healthy psychosocial working conditions to sustain the individual’s positive mental health and ability to work productively and creatively, as well as an active prevention of poor psychosocial working conditions.

The psychological working environment

Both physical and psychological health and well-being at work are affected by psychosocial hazards in terms of work organisation (e.g. job content, high workload and work pace, regular overwork, lack of control, role ambiguity, role conflicts, inflexible work schedules) and interpersonal relationships at work (e.g. conflicts, harassment, bullying). The physical work environment may also directly affect our health and well-being: nobody likes to work in noisy or dirty workplaces or with poor working equipment.

Risks arising from psychosocial hazards can be systematically managed like any other type of risk. A healthy psychosocial work environment in terms of for example appropriate social support from leaders and peers, appropriate degree of autonomy and opportunities for learning and development can contribute positively to health and well-being as well as to safety.

Breaking organisational silos and barriers

In many organisations, the human resource department (HR) is in charge of supporting the development of well-being, while engineers or dedicated occupational safety and health (OSH) professionals are mostly involved in supporting health and safety. While HR departments have much experience in dealing with people, they are usually less experienced in systematic OSH management; likewise, OSH professionals usually have less experience with addressing the work organisation. Breaking through the various barriers of organisational silos and creating a common safety, health and well-being strategy implies opportunities for greater organisational effectiveness and synergies.

Well-being is all about balance

We can help you on different levels

You can read much more about our Vision Zero Well-being services by opening the boxes below.

Human House can assist your organisation in defining the current well-being prevention level in your organisation and guide you to the next steps for your organisation.

Human House offers:

Quantitative Assessment of current organizational prevention level on well-being
Form
Electronic questionnaires and workshops
All Management Levels
OSH Professionals
Employees
Self-evaluation on own role and effort in promotion of well-being
Form
Electronic questionnaires and workshops
All Management Levels
OSH Professionals
Employees
Proactive Leading Indicators on well-being
Form
Strategic consultancy and workshops
All Management Levels
OSH Professionals
Employees
Roles and responsibilities on well-being for each Vision Zero 7 Golden Rules
Form
Strategic consultancy and workshops
All Management Levels
OSH Professionals
Employees

The Vision Zero mindset is about the journey towards a higher prevention level.
This is also true for well-being.

Human House can assist your organisation in defining the current well-being prevention level in your organisation and guide you to the next steps for your organisation

  • The Creative Level: Well-being is an integrated part of business leadership with an ongoing daily focus. There is a focus on creating the best workplace to attract and retain managers and employees.
  • The Proactive Level: The organisation prioritizes well-being and focuses on preventing well-being problems before they occur.
  • The Active Level: Well-being is said to be a priority, but there is not always consistency between words and actions in the organisation.
  • The Reactive Level: The organisation only focuses on well-being in case of for example many stress incidents or conflicts.
  • The Passive Level: Well-being is not a priority in the organisation.

The Vision Zero mindset is about the journey towards a higher prevention-level. This is also true for well-being. Human House can assist your organisation in defining the current well-being prevention level in your organisation and guide you to the next steps for your organisation.

1. TAKE LEADERSHIP

"Do managers demonstrate visible commitment to well-being?

  • Employee evaluations of managers as role models on well-being (surveys).
  • Frequency of well-being as part of department meetings or 1-1 dialogues.
2. IDENTIFY HAZARDS

"Do we manage and evaluate risks on well-being?

  • Number of risk assessments of organisational changes.
  • Frequency of management follow up on reported well-being incidents (analysis, improvement, feedback to those involved) – for example in teams with many conflicts or constantly high workload.

3. DEFINE TARGETS

"Are well-being efforts evaluated in relation to defined goals?

  • Evaluation of objectives set on selected Workplace assessment results (surveys).
  • Frequency of onboarding instructions including well-being (for example principles for prioritisation of tasks or Company Code of Conduct).

4. ENSURE A SAFE AND HEALTHY SYSTEM

"Is well-being included in start-up meetings?

  • Frequency of start-up meetings with well-being on the agenda (for example workload and collaboration in the group).
5. ENSURE SAFETY AND HEALTH IN MACHINES, EQUIPMENT AND WORKPLACES

"Is well-being included in procurement processes and design?

  • Frequency of well-being considerations included when investing in new IT solutions (for example requirements for complexity and learning of new processes).
6. IMPROVE QUALIFICIATIONS

"Is well-being included in manager and employee education?

  • Number of education programs including well-being (for example stress prevention, guidelines for good manners, policies for abusive behavior - or current topics such as well-being in relation to Covid-19).
7. INVEST IN PEOPLE

"Are managers and employees recognized for good well-being behaviour?

  • Number of knowledge sharing on good well-being initiatives and best practices.

Human House can assist your organisation to implement Vision Zero 7 Golden rules on well-being.

1. Take leadership
Demonstrate commitment to the well-being of both managers and employees
2. Identify hazards
Perform well-being risk assessments e.g. when planning organisational and work changes
3. Define Targets
Develop proactive leading indicators on well-being
4. Ensure a safe and healthy system
Create an ethical framework on well-being
5. Ensure safety and health in machines, equipments and workplaces
Prevention through design of e.g. IT-systems
6. Improve qualifications
Develop managerial and employee competences in relation to well-being
7. Invest in People
Involve employees systematically and regularly in well-being dialogues

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