For over 6 years now, I have worked to improve the health of those working in the square mile of London. Over this time I began to notice patterns correlating between issues, habits, struggles and achievements. But these correlations were not just limited to health outcomes; in fact, they often materialised and manifested in work performance. Many people will have …
Often when you are focused on a particular project or are caught in the daily grind of work, it can be hard to see that your performance is flagging.
Ironically when you are suffering from fatigue, your ability to recognise it is reduced in much the same way that people feel they are fine to drive after a couple of drinks. You also get used to this fatigued feeling as your new “normal” and therefore you forget what it felt like to perform at your best. This combination means a lot of executives will think they are performing optimally when in fact they are way off the mark.
It is a fairly common statement that people are the lifeblood of companies. We spend time and money finding and hiring the best people, and then additional time and resources developing them.
Whether they are the CEO or Global Head of X; your Senior Executives will be experienced, highly trained and hopefully skilled in their role and paid accordingly. So, why would you settle for having them perform sub-optimally?
At Tailored Fit we often refer to three pillars of staff wellness, being the key areas of health that are most often affected in the workplace.
They are also the areas that have the greatest impact on the wellbeing of staff and their ability to perform at work. Looking at staff wellbeing both through the lens of altruism and productivity allows you to approach corporate wellness in a way that is both socially responsible and profitable.
It is becoming increasingly common for companies to run exercise classes, either in on-site gyms and studios or multi-use events spaces and meeting rooms. There are several options from run clubs to yoga and it can be hard to know what is most effective for your company. The decision should be based around three key factors.
Successful wellness programmes usually have a couple of things in common. Firstly, they have specific outcome goals; they have been designed to tackle specific health and wellbeing issues that companies are facing. Without this direction, wellness programmes end up being, at best, a nice perk.
The second thing successful programmes have in common is that they have specific programme targets. These targets are the markers of how well the programme is being utilised. They guide the process of iteration when adjusting a programme to hit the outcome goals. If a programme is not having the desired effect and yet your programme targets have been met, it may well be an indicator that your programme needs to be more comprehensive.
Technology is playing an increasing role in our day-to-day lives, with the ability to track and analyse data on our health becoming a mainstay.
From Fitbits to Apple watches, staff can track how many steps they are taking, how often they move, their heart rate and food intake. The key question is, from a company perspective, what data can we best utilise to improve staff health, wellbeing, engagement and productivity?
In this first part we will be taking a look at one of our favourite pieces of wellness kit… heart rate variability monitors!
As our name suggests, at Tailored Fit we don’t believe in one-size-fits-all wellness programmes. Every company is different, so what works for one company may not work for another (however there are often common themes that will be seen from one company to the next!).
So here we will look at some anonymised data gathered at one company, along with the wellness programme designed to improve these metrics.
It’s fairly commonplace to have employee engagement surveys that are sent out once or twice a year, but how much are you actually doing with the data? Even if you are taking regular or real-time pulse surveys, it’s important to have a strategy in place for how you plan to implement in response to the data.
So, how can we use the data gathered to achieve insight and inform a strategic wellness programme that is designed to keep staff healthy, happy and engaged?
On more than one occasion last year while consulting with companies I heard the phrase “we want our wellness programme to be inclusive”. I fully understand the sentiment; all staff are important and we want them to feel that way. So, let me play devil’s advocate here and propose why I think this mentality is reducing wellness levels and costing companies a lot of money.
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