Mastering Workplace Wellbeing
Course Information

THE WORKPLACE WELLBEING PRACTITIONER’S CERTIFICATE

Date: Spring 2019.
Location: London.
Duration: Two days, 9am to 5.30pm.
Format: Classroom course, maximum of 12 attendees.
Fees: £995.00 + VAT per delegate.

There is now an increasing recognition of the importance of individual wellbeing inside the workplace. To get the very best out of their organisation, many managers are choosing to adopt practices to increase the wellbeing of their staff. Growing number of organisations are putting employee wellbeing firmly on the corporate agenda.

A comprehensive government study – Does Worker Wellbeing Affect Workplace Performance? – suggests improvements in wellbeing will result in higher workplace performance – in profitability, productivity and the quality of outputs or services.

The Wellbeing Leader

WHAT IS WELLBEING?

‘It’s a ubiquitous and positive existence that includes being emotionally, spiritually, socially, financially and mentally grounded. A positive state of wellbeing is characterised by overall contentment and balance in your life. Essentially, workplace wellbeing is more about positively existing than it is about improving your health. It’s inextricably linked to the employment value proposition of your organisation with a focus on creating the right environmental conditions to enable you to perform to your best in order to achieve mutual success and growth through employment.’ – Evan Davidge, Director, The Wellbeing Leader.

Mastering Wellbeing brochure


But the ‘blind spot’ of wellbeing is when we overlook the professional needs and demands of those charged with responsibility for making it land effectively in the workplace at operational, tactical and strategic levels. Indeed, the wellbeing of practitioners is at risk themselves as many of them have little or no training, no prior knowledge or experience and limited support and resources. All too often, wellbeing is only part of their responsibilities or bolted onto their day job.

Moreover, external ‘experts’ may not be totally cognisant of the theoretical concepts and practical application of the diverse approaches to workplace wellbeing. As a result, wellbeing practitioners risk being led by best practices rather than best fit. Without the theoretical and conceptual underpinnings of workplace wellbeing – including critical evaluative skills – there is a high risk workplace wellbeing will fail to achieve legitimacy as an organisational imperative.

The Mastering Workplace Wellbeing course is perfectly designed to fill that gap and professionalise workplace wellbeing practice. This two-day course covers workplace wellbeing in an organisational and international context, providing delegates with the knowledge and understanding of environments in which they as practitioners can plan, implement and evaluate wellbeing programmes to support strategic operational goals.

Launched in partnership with The Wellbeing Leader, our course is structured on the lines of a voluntary code of practice, which sets core standards and competences. Clear learning outcomes are defined along with a training syllabus, objectives and course content.

  • Day 1 focuses on the strategic, tactical and operational contexts.
  • Day 2 largely comprises an interactive group exercise based on a fictitious organisation, pulling together all the learnings from Day 1 experientially. Time will be built into a plenary session, followed by feedback and course evaluation. Finally, delegates will be presented with their course certificates.

To ensure that it fits each individual’s needs, delegates will be asked to complete a survey prior to the course to identify their specific knowledge gaps and training requirements. Delivery of the content can then be tailored accordingly.

PURPOSE AND AIMS OF THE COURSE

  • Acquire both theoretical understanding and practical application of the diverse approaches to workplace wellbeing and be able to critically reflect on the strengths and limitations of these approaches in promoting individual and organisational wellbeing in conjunction with a voluntary code of practice.
  • Examine the foundations for workplace wellbeing in modern organisations and how these can be integrated into appropriate strategic designs that provide considerations of relative value and worth, individual and collective engagement, risk management, agile organisations and productivity.
  • Comprehend the relationship between traditional, contingent and developmental choices of workplace wellbeing, including the use of diagnostic and evaluative skills in designing flexible approaches to health and wellbeing and the challenges of international organisations.
  • Critically reflect on theory and practice from an ethical and professional standpoint in line with the voluntary code of practice and for continuous professional development.

WHO SHOULD ATTEND

This course is intended for professionals who:

  • have responsibility for workplace wellbeing decision making within an organisation at an operational, tactical or strategic level
  • are HR or OH professionals in a dedicated workplace project team, or partly engaged in a wellbeing functional role, and are seeking to enhance and develop their professionalism
  • are independent or employed consultants who support organisations in meeting their workplace wellbeing goals
  • have workplace wellbeing career and professional aspirations
  • are committed to following/furthering a voluntary code of workplace health and wellbeing practice
  • are either at the conceptualisation stage or wishing to leverage an existing workplace wellbeing programme

Our tutor Evan Davidge says:

I’m a firm believer in delivering the right training, resources and codes of practice to optimise healthier workplace behavioural changes. This course is designed to facilitate a more informed, holistic and proactive approach to be adopted for workplace wellbeing, supported by visionary and committed leaders.’

WHAT YOU WILL GAIN FROM THIS COURSE

On completion of this course you will be able to:

  • Analyse the relationship between the environment, strategy and models of workplace wellbeing.
  • Explore the conceptual apparatus and theoretical debates informing workplace wellbeing.
  • Critically evaluate key issues and practical applications of workplace wellbeing.
  • Design fit-for-purpose workplace wellbeing programmes that align with their organisational requirements and the external environment.
  • Analyse and implement employee wellbeing in an international context.
  • Advocate workplace wellbeing in terms of its legitimacy and primacy as an organisational imperative.
  • Implement workplace wellbeing governance and risk management controls.
  • Identify key measures of success and performance indicators.
  • Maximise the expertise, resources and value of third parties.

Evan Davidge image

Evan Davidge

Director, The Wellbeing Leader

Evan has over 20 years’ experience working as a total reward and wellbeing specialist for many organisations, across most sectors and internationally. In recent years he conceptualised and led the implementation of a multi-award winning employee wellbeing programme for a leading global company. As founder of The Wellbeing Leader, Evan offers an advisory and training service focused on delivering workplace wellbeing solutions, aligned to business and HR strategies.

'This is a carefully crafted course, which I have based on extensive research, along with many years experience as a front-line total reward and workplace wellbeing practitioner in different organisations. It's tailored to the needs of delegates and designed to bring them together to work through practical learning scenarios and theoretical underpinnings to help become fully competent in their roles.
The course is based on a voluntary code of practice, which sets out core professional standards and attributes, aligned with the World Health Organisation and various professional bodies. I guarantee that delegates will derive great value from this course in terms of the shared knowedge, toolkit and resources to leverage wellbeing in their workplace. Furthermore, it will equip them to be more effective practitioners where they can follow a professional career in this fast-emerging discipline. Don't delay, enrol now and become part of a unique wellbeing community where together we can advance professional standards across the field and put wellbeing firmly on the agenda of boardrooms.'


VENUE AND ADMIN. DETAILS

The venue for our comp & ben courses

TBC

London airports

London is served by five main airports, from the UK's main gateway at London Heathrow to London City Airport in the Docklands. For information on getting to and from London airports to Holborn in central London, visit Transport for London at www.tfl.gov.uk

Special requirements

Please let us know if you have any special requirements as soon as possible so we can plan accordingly.

Hotel accommodation

Delegates are responsible for their own accommodation.

Do you need a visa?

A questionnaire on the UK Border Agency web site will help you to decide whether you need to obtain a visa before you travel to the UK. It also contains guidance on the type of visa that you might need. The questionnaire is for all foreign nationals who want to come to or transit the UK. ('Transit' means to pass through the UK on your way to another country without staying here.)

Please visit: www.ukba.homeoffice.gov.uk/visas-immigration/do-you-need-a-visa/

Dress code

Casual.

Documentation

You will receive your course materials on arrival for the class.

Refreshments

At registration we will serve you complimentary teas and coffees. Mid-morning break of teas and coffees are served at around 11.00am. Lunch will be served at approx 12.30pm.

DAY 1

MORNING: 9am to 12.30pm

STRATEGIC CONTEXT

The meaning of health and wellbeing in a total reward context
  • Distinguishing wellbeing from wellness
  • Exploring the significance of wellbeing, engagement and productivity
  • Staring through the ‘looking glass’ of personal employee wellbeing
  • Unpacking the various models that constitute workplace wellbeing
  • Understanding the importance of aligning wellbeing with total rewards
  • Identifying the main components of a health and wellbeing strategy
Understanding the role of a workplace wellbeing practitioner
  • Discussing what makes an effective workplace wellbeing practitioner
  • Adhering to voluntary standards of professional practice and ethics
  • Managing key stakeholder expectations to advocate a change culture
  • Seeking sponsorship and ‘top cover’
  • Developing a broader wellbeing community
  • Recognising one’s own personal health and mindset to help others
Developing the strategic context for health and wellbeing
  • Understanding the rudiments of a health and wellbeing audit
  • Making sense of qualitative and quantitative audit outcomes
  • Using strategic analysis to assess readiness for change
  • Mapping the business case for a health and wellbeing strategy
  • Undertaking a cost-benefits analysis to refine the strategy
Working up a vision and strategic roadmap
  • Developing and realising a vision
  • Establishing principles and a framework
  • Drafting a strategy for supporting health and wellbeing
  • Working up approaches for achieving the strategy
  • Involving key players in the commissioning stage
Implementing and resourcing a health and wellbeing strategy
  • Developing a project management and resources plan
  • Putting in place effective governance and reporting
  • ‘Batting for a long innings but seeking quick runs’
  • Adopting a holistic and integrated approach
  • Making wellbeing a business imperative
  • Targeting high-risk conditions and hotspots
Communicating a health and wellbeing strategy
  • Working with your internal and third-party communications teams
  • Drafting a communication plan to raise awareness and effect change
  • Applying demographic analysis and segmentation
  • Using different media and channels to reach out to an audience
  • Understanding how to use ‘push-pull’ factors to influence change
  • Using distributive advocacy to ‘spread the gospel’
  • Responding to dynamic feedback and a changing environment

LUNCH: 12.30pm to 1.30pm

AFTERNOON: 1.30pm to 5.30pm

TACTICAL & OPERATIONAL CONTEXT

Instilling a wellbeing culture through leaders
  • Understanding the importance of leadership advocacy and resilience
  • Inculcating mindset change and behaviours through training
  • Empowering leaders to manage their own wellbeing and of others
  • Seeking policy change buy-in from leaders for a more flexible and agile workplace
  • Establishing baseline data to demonstrate longitudinal trends
  • Developing a continuous loop of wellbeing improvement through leaders
  • Facilitating distributive leadership beyond leaders
Using third-party expertise and resources
  • Making value-based assessments and judgement calls on internal capability and resources to deliver on the vision/strategy
  • Utilising not-for-profit expertise and resources: e.g. BITC, MHFA, Time for Change
  • Providing tips on talking to the market from a client-centric perspective
  • Preparing for the tender process and specification
  • Evaluating and awarding health and wellbeing tenders
  • Mobilising and integrating providers into the wellbeing community
Measuring a health and wellbeing programme
  • Identifying critical success measures – start/future goals
  • Creating and developing a wellbeing intelligence dashboard
  • Providing wellbeing statistics/commentary for key stakeholders
  • Distinguishing return-on-investment from value-on-investment
Implementing health and wellbeing for multinational employers
  • Understanding the cultural and ethical differences in multiple regions
  • Tackling the global challenges of non-communicable diseases
  • Developing a global health and wellbeing ecosystem/community
  • Tying wellbeing into a global total rewards proposition
  • Communicating wellbeing – think globally/act locally
  • Using common platforms and resources
  • Understanding the pitfalls of quantitative and qualitative data
Building on organisational health and wellbeing practices
  • Tapping into the broader wellbeing community
  • Sharing best practice and knowledge – benchmarking
  • Submitting entries for industry awards and accreditations
  • Attending/presenting at trade-shows and conferences
  • Internally promoting the wellbeing cause
  • Applying for WELL Building Standard certification
Discussion period
  • Reflections on Day 1
  • Initial discussion on Day 2

DAY 2

Part 1: Hear it from an expert – 9am to 10am
  • Guest speaker presenting on a topical workplace wellbeing subject – e.g. nutrition, sleep, MSK etc.
Part 2: Group exercise – 10am to 3.30pm
  • Interactive group exercise using a fictitious case study of a UK-based organisation, which is planning to introduce a health and wellbeing strategy due to increased business and people-related challenges.
  • This exercise will be sequential and scenario-building, giving delegates the opportunity to practise most of the content taught in Day 1.
  • There will be no right answers but a consensus of ‘best fit’ and practices should prevail throughout the exercise.

LUNCH: 12.30pm to 1.30pm

Part 3: Plenary session – 3.45pm to 4.30pm
  • Discussion session pulling together all the experiences and outcomes from the group exercise.
Part 4: Feedback and course evaluation – 4.30pm to 5pm
  • Structured feedback on the whole course and course evaluation sheets completed.
Part 5: Presentation of certificates and disperse – 5pm to 5.15pm

Next class

London 14/11/2018 - 15/11/2018

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Last updated: 22nd January 2018.