Employee Wellbeing IE - Q4 2023

Employee Wellbeing Q4 2023 | A promotional supplement distributed on behalf of Mediaplanet, which takes sole responsibility for its content

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“Wellbeing is a broad concept, which touches many aspects of the employee lifecycle.”

“Providing a great work environment for all employees means advocating for a healthy work-life balance for everyone.”

Sophie Moran, KeepWell Programme Manager, Ibec

Fania Stoney, Business Development Strategist, Great Place to Work

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If there’s one thing you do before the end of the year, commit to investing in your employee experience. Your business will reap the benefits.

Kalle Ryan, Executive Lead, Inside by TBWA\Dublin

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Edel Spillane AVP, HR, Unum WRITTEN BY Tony Greenway

Recognising the significant impact of a workplace wellbeing accreditation

What organisations should focus on to embed a wellbeing strategy

Sophie Moran KeepWell Programme Manager, Ibec

A holistic wellbeing approach makes for happier employees, and companies adopting one can see the benefits.

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rganisations can’t fake an interest in the health and wellbeing of employees.

The best companies know that effective health and wellbeing strategies are critically important to help create a positive and inclusive workplace culture.

health, financial health, leadership and absence management. It’s a comprehensive framework that allows organisations to evaluate themselves and benchmark the standards they are achieving against their goals.”

The process to get — and attain — the KeepWell Mark involves a Recognising workplace wellbeing with thorough audit including a site visit accreditation and is based on employee feedback.

Employee benefits provider Unum “By listening to staff, an organisation prides itself on being proactive can understand which of its health about health and wellbeing. “Unum and wellbeing strategies are working has a comprehensive health and and which ones are less effective,” wellbeing strategy called Live Your says Spillane. “For example, your Best You,” explains Padraig O’Neill, people might tell you that they its Managing Director and VP. appreciate the company’s focus on “We genuinely physical wellbeing care about our but would like people’s health We genuinely care about more focus on and wellbeing and financial wellbeing, our people’s health use the strategy especially during and wellbeing and use to create a safe the cost of living environment where crisis.” the strategy to create everyone feels a safe environment supported to be Responding to where everyone themselves.” feedback positively As part of Live Since being awarded feels supported to be Your Best You, the accreditation in themselves. the company has 2018, Unum strive to been awarded the retain it — and have KeepWell Mark from Ibec, the lobby since won the KeepWell, ‘Company and business representative group. of the year award: SME’ in 2022. “We KeepWell is a workplace wellbeing have received invaluable feedback accreditation that helps companies and guidance from the KeepWell demonstrate their commitment accreditation, some of which we used to improving the lives of their to introduce innovative and creative employees. wellbeing strategies,” says Spillane.

“We are genuinely committed to Holistic view of workplace wellbeing evolving our approach and being “Many wellness strategies simply attentive to the wellbeing of our focus on physical health,” notes Edel employees, adopting the caring spirit Spillane, AVP, HR of Unum Ireland. of our values.”

“However, KeepWell considers a wide range of workplace wellbeing areas, Find out more at unumjobs.ie including physical health, mental

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his year’s Ibec HR Update report highlighted the growing emphasis on wellbeing initiatives in the workplace — a trend we have been monitoring for several years. There has been no significant change since 2022 in the number of employers with a defined, holistic wellbeing strategy (21% have integrated one across the organisation).

Setting up a wellbeing strategy Wellbeing is a broad concept, which touches many aspects of the employee lifecycle. Therefore, it’s understandable that companies can struggle with defining a focus for their activities. The challenge lies in demonstrating the value of what you are doing without having clearly defined objectives. There are benefits to developing a cohesive strategy, which outlines why and how your organisation plans to drive positive workplace health and wellbeing.

A data-driven approach Creating a strategy forces us to look at all available data sources to establish a baseline view. This process involves reviewing key aspects that affect staff wellbeing (eg. psycho-social hazards, lifestyle factors, workplace stressors, etc.) along with measures of current performance (eg. employee satisfaction or culture surveys, health metrics, engagement scores, etc.) and the existing supports or initiatives in place.

Measurable objectives Once a baseline is established, defining measurable objectives to target the gaps will be easier.

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Significant progress has been made by organisations in establishing key health and wellbeing policies and support, but strategic alignment remains a challenge.

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Objective-setting is an important step in developing any strategy. It forces us to consider the ‘why’ and provides an anchor to align our planned activities. Additionally, defining how you plan to measure progress towards achieving these high-level objectives is an important step. While we can measure engagement and satisfaction with individual initiatives, having key objectives, which align with the organisational strategy, forces us to take a big-picture view of health and wellbeing.

Challenges to embedding wellbeing The survey also highlights that the key barriers to embedding a wellbeing programme were time constraints and/or restraint around resources and budget.

This underlines some key considerations — the expanding remit of HR professionals, the need for continued training and development and the importance of being able to demonstrate value when investing in employee health and wellbeing.

The KeepWell framework offers organisations a structured approach to completing a baseline assessment of their current health and wellbeing practices and policies. It highlights gaps and key areas of focus, which can be tied to strategic business objectives. From there, organisations are supported to build a holistic health and wellbeing strategy, instilling a culture of continuous improvement.

Find out more at thekeepwellmark.ie

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Project Manager: Jen Church jen.church@mediaplanet.com Business Development Manager: Samantha Taylor Managing Director: Alex Williams Country Manager IE: Ross Bannatyne | Head of Print & Design: Thomas Kent Designer: Aimee Rayment Content Editor: Angelica Hackett O’Toole | Head of Digital Operations: Harvey O’Donnell Paid Media Manager: Jonni Asfaha Social & Web Editor: Henry Phillips Digital Assistant: Carolina Galbraith Duarte All images supplied by Gettyimages, unless otherwise specified

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Supermarket chain wins award for putting staff wellness at top of agenda In a competitive jobs market, rewarding and retaining staff requires more than just a great wage packet, and that is why a leading supermarket chain is taking great pride in the way it looks after the wellbeing of its people.

Brian O’Shea HR Director, ALDI WRITTEN BY Tony Greenway

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ttracting and retaining a diverse workforce, while fostering an environment of inclusion and appreciation, demands more than offering competitive wages, which this leading grocery retailer has made it its business to provide. ALDI takes great pride in the initiatives it has in place in order to look after the wellbeing of its people.

With a workforce of more than 4,700 across its 161 stores, along with two distribution hubs and regional offices and a national head office, the retailer has sustained its business growth in Ireland since its establishment in 1999. This steady expansion is set to continue with plans to open even more new stores over the coming years. The existing workforce is already benefitting from a suite of initiatives offering support, help and advice to ensure their health and wellbeing remain a priority.

Embracing inclusion and care The execution of the company’s five wellbeing pillars within their overarching wellness strategy has seen the retailer recently awarded the KeepWell Mark accreditation from Ibec — the country’s largest and most influential business representative group.

The programme focuses on key areas of workplace wellbeing including mental health and physical and nutritional wellness, to name but a few areas. Brian O’Shea, HR Director, says: “Our five pillars to the wellness strategy have been

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in play for a number of years and recognise the importance we place on looking after our colleagues.

“As a business, we have become synonymous with great rates of pay, but ALDI is about more than market-leading pay rates. We offer a fantastic offering in how we care for, and support our colleagues.’

App aiding employee wellbeing To provide the very best support to its team, the retailer has developed tools and platforms, such as MyWellness, and partnered with leading specialist providers to provide information, resources and access to leading specialist providers.

This includes the MyALDI app, which over 95% of employees have downloaded. It provides a huge amount of information including access to the five pillars of physical, mental, financial, social and nutritional wellness. Their definitions and examples of the help and advice follow.

Mental: easy access to support Partnered with mental health charity, Aware, the retailer is working hard to erase the stigma that still exists around mental health by enabling colleagues to easily find help and support if needed. There is also the support of the Vhi employee assistance programme for the entire workforce and their family members to avail of free of charge. It has also initiated its Supporting Mental Wellness leader training across the business to ensure that leaders are equipped to support colleagues who experience mental health challenges.

Financial: find the best deals and advice This offering includes independent advice and a one-stop shop for colleagues looking for the best deals on a wide range of products and financial advice. People can tap into things like professional finance webinars and can feel more at ease about their money decisions knowing the service is backed by their employer.

Physical: platform for exercise and diet This encompasses lifestyle, diet and the relationships between physical and mental health, plus the importance of physical exercise and a good diet. For example, employees can tap into fitness on-demand platforms where a whole range of exercise programmes for all levels of ability is available. In addition, several events are supported internally to support the message of physical wellness.

Social: feel connected and valued Social wellbeing is not just about having a packed social calendar. It’s about having a sense of belonging and feeling valued as a person. A wide range of help and advice is available. This includes support for carers, drug and alcohol information and aid, for instance.

Nutritional: campaigning for wellness This can help staff take care of their minds and bodies by ensuring they understand healthy food choices for their overall mental and physical health. It comprises detailed nutritional and wellness advice along with information on annual campaigns, such as January’s Learn to Love Drinking Less.

Find out more at aldirecruitment.ie

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Why sustainability commitment requires enhanced employee wellbeing A company that has a genuine desire to care for its people has to take a strategic approach to employee wellbeing and embed inventive policies at the heart of its business.

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rganisations owe it to their staff to become great places to work. Sharon Doyle, Bord na Móna’s Head of Human Resources and Corporate Affairs, explains: “As part of Bord na Móna’s evolution to a climate solutions company, employee experience and engagement is at the core of the transition.”

She adds: “We’re focused on creating a great place to work and ensuring that colleagues can bring their whole selves to work and achieve their full potential. We strive to create a culture of inclusion, mutual respect and equal opportunities for colleagues.”

Shifting focus from fossil fuels to sustainable solutions There’s another reason why employee wellbeing has become a major focus for Bord na Móna: it’s a company that has undergone significant and well-documented ‘brown to green’ change in recent years.

As it moves towards a greener future, the company knows it must proactively encourage its employees to participate in its culture change journey. To do that

effectively, it must strive to be a great place to work — which means taking a strategic approach to employee wellbeing, diversity and professional development.

First of all, it’s determined to show colleagues that it is serious about sustainability and helping Ireland reach net zero emissions by 2050. “Today, the company employs over 1,400 people and manages a land holding of over 80,000 hectares,” says Doyle, who notes that Bord na Móna’s transition to sustainability is good news for its staff and the local communities it has been serving for more than 90 years.

The organisation also wants to prove that it’s committed to helping staff deal with life’s challenges and celebrations. The best work environments are fulfilling places where everyone feels valued and respected as a person, not just as an employee but as an important part of the community, notes Doyle.

Building a raft of initiatives that foster a culture of wellbeing

A safe and healthy environment should be available to all colleagues — all the time.

To truly foster a strong culture of wellbeing, organisations should make it a priority to roll out a wide range of support initiatives where all employee circumstances are carefully considered.

A Sharon Doyle Head of HR & Corporate Affairs Bord na Móna WRITTEN BY Tony Greenway

t Bord na Móna, employee initiatives include reviewing HR policies to ensure health, wellbeing, equality, diversity and inclusion; return to work initiatives to assist working parents, such as parenting facilities and flexible working arrangements; and support for staff undergoing fertility treatment or becoming a parent through surrogacy.

The company has also enacted a menopause policy; an intoxicants at work policy designed to treat any staff fairly, respectfully and sympathetically should they have a drug or alcohol problem; an Employee Assistance Programme providing staff and their family members with confidential counselling services; and health screening.

Annual health and wellbeing programme In January the company launched a health and wellbeing programme, which recurs annually. It includes a digital gym, steps challenges, couch to 5K, flu vaccinations, self-guided meditation and keynote speakers on topics such as resilience, financial management, nutrition, goal setting and stress management.

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Adopting best practices to benefit all employees The company also achieved the KeepWell Mark accreditation in October 2022. “This allows us to benchmark our practices against other organisations and ensure we continue to evolve our offerings to employees and adopt best practices,” explains Sharon Doyle.

A safe and healthy environment should be available to all colleagues — all the time. This is why Bord na Móna has sourced and trained Mental Health Ambassadors to offer practical support and guidance, listen empathetically and nonjudgmentally, challenge stigma and encourage a positive mental health culture. Ambassadors have been specially trained to identify and recognise early warning signs of mental health.

Encompassing mental and physical wellness Mental and physical wellbeing is also catered for at the company’s Mountlucas Wind Farm, a public amenity at Daingean, Co. Offaly.

Here, 10km of facilities provide the opportunity for staff and the community to run, walk and cycle.

The Wind Farm also has its own sensory garden, filled with sounds, scents and textures for mental and physical stimulation, which provides an outlet for people to exercise safely off the main road and enjoy the opportunity to be outdoors. Additionally, in the company’s Lough Boora District Park (LBDP), there’s an outdoor gym for public use, a well-attended weekly park run event and fishing for people with disabilities.

By demonstrating a comprehensive commitment to employee wellbeing initiatives and policies, organisations can foster a safe, healthy and supportive environment for all employees.

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Ways to embrace diversity, inclusion and equality in the workplace Any organisation dedicated to wellbeing has to do more than provide good facilities. It must build an environment where opportunities are equal and where difference is not just respected — it’s celebrated.

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They discuss everything from disability in the workplace to challenges facing the LGBTQ+ community.

uilding an equitable and open-minded environment means weaving in diversity and inclusion policies to attract and retain staff. “The social environment in Ireland has become very diverse in the last 10 years,” says Sharon Doyle. “We don’t want to be left behind, so we have to make sure that we grow our business around that diversity.”

Bord na Móna has been successful at this and was accredited with the Silver Award by the Irish Centre for Diversity (ICFD) — Ireland’s only equality, diversity and inclusion mark for business. It’s now working towards achieving the Gold standard in the next 18 months.

sexual abuse, alcohol and substance abuse on mental health. For International Women’s Day, business woman Norah Casey shared her story as a survivor of domestic violence.”

Plus, the organisation has launched its first female mentoring programme, called Positive Impact, which provides each female member of staff with the opportunity to receive longstanding and committed support from other female colleagues in a one-to-one environment.

“Joanne O’Riordan joined us in Newbridge to share her truly inspirational story in celebration of International Day of Disabled Persons and in support of our commitment to diversity and inclusion,” says Doyle.

Having open discussions and practising inclusion As part of its diversity, inclusion and equality activities, the company invites guest speakers to talk openly about difficult issues that staff members may experience. “They discuss everything from disability in the workplace to challenges facing the LGBTQ+ community,” says Doyle.

“For International Men’s Day, footballer Richard Sadlier talked about the effects of

Creating a work environment fit for modern society Bord na Móna stands committed to cultivating an equitable and diverse workplace, recognising the evolving social landscape in Ireland. By actively promoting an inclusive environment that equally values each employee’s unique experiences, organisations can ensure they are aligned with the dynamic nature of today’s society.

Where to start in making an organisation a great place to work for everyone The Great Place to Work certification is a positive sign that an organisation has created a company culture that fosters trust, fairness and togetherness among its employees.

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ord na Móna now wants to make its ‘great place to work’ ambition official and has recently set out to achieve Great Place to Work accreditation.

Find out more at bordnamona.ie

Educational opportunities and growth support “Our commitment to employee personal and professional development is another way to connect colleagues to our culture and strategic vision,” explains Sharon Doyle. “Our education support scheme encourages, supports and rewards staff in their endeavours to further their education while enhancing their own knowledge and skill set. In turn, this adds value to their role within the company.”

Bord na Móna launched the ‘Pathways to the Future’ programme in 2022, supporting graduates pursuing careers in renewable

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energy and climate solutions.

The programme consists of three pathways: a Graduate Pathway, a Scholarship Pathway and an Apprenticeship Pathway. All three pathways provide opportunities for young people to work on the frontline of climate action and sustainable economic development.

Indeed, every staff member has the chance to upskill should they wish to do so. As part of a learning and talent initiative, all colleagues have access to LinkedIn Learning — an online training platform with a digital library of over 6,000 courses.

Flexibility for employee work-life balance What’s more, the company operates a Hybrid Working Policy, which gives colleagues a chance to balance their work and life together, providing for increased wellbeing and work satisfaction. This affords them the

highest levels of trust, dignity and respect while ensuring the highest standards of people performance.

“Work-life balance policies, health and wellbeing programmes and training support initiatives are intrinsic to positive employee wellbeing,” says Doyle. “We believe they are central to helping our company become a great place to work.”

Through our commitment to creating and maintaining a work environment and culture that enables our team to thrive, we recognise the need to constantly improve our pillars of wellbeing, diversity and professional development. We believe that the future of Bord na Móna is green, bright and full of opportunity for everyone, from graduates to seasoned professionals and, together, we can build a better future for Ireland.

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How companies can develop a staff wellness strategy that really works

Growing responsibility of employers to prioritise employee mental health

The benefits of a corporate wellness programme can include enhanced staff engagement, but initiatives must be properly embedded throughout the organisation.

Employers are recognising the pivotal role they play in shaping not just the bottom line, but also the wellbeing of their employees.

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taff wellness shouldn’t be taken for granted. If employees are healthy, happy and engaged, they perform better. That’s certainly been the experience of .ie, the national registry for .ie domain names, which recently restructured its wellness initiatives into a robust programme, enthusiastically embraced by staff. Developing a strategy that integrates health and wellbeing establishes a foundation for infusing wellbeing into the business culture.

Wellbeing programme best practices “The programme embodies our dedication to nurturing and promoting a supportive, safe and positive working environment, prioritising the wellbeing of all employees,” says Melissa Nangle, Head of HR at .ie. “It’s aimed at enhancing the physical, emotional, interpersonal and intellectual quality of life for all.”

The company has been so successful that it was awarded the KeepWell Mark from Ibec, the lobby and business representative group. This evidence-based accreditation underscores the company’s commitment to wellness through best practice policies and processes reflecting a proactive approach to fostering a supportive and healthy work environment.

Genuine approach is crucial for staff engagement Authenticity is vital in fostering staff engagement. The company’s initiatives include a suite of wellness policies, supported by an HR policy consultation framework; health insurance, fitness and nutritional programmes; work-life balance options; and mental health training.

“Introducing a corporate wellness strategy yields tangible benefits for all and a return on investment,” notes Nangle. We need to actively understand the intersection between wellness economics and the current landscape of working life.”

To effectively introduce a wellness programme into your business, a strategy encompassing a holistic approach is essential.

Define what ‘wellness’ is, what your goals are and engage with staff. “Not everyone benefits from the same supports,” notes Nangle. It’s a continuous cycle of reviewing, engaging and assessing.

Moreover, be genuine. Otherwise, staff won’t connect with it. “We know it’s not enough to simply have a wellness programme in place,” says Nangle. “We are ingraining wellness into the company’s DNA.” Melissa Nangle Head of HR & Office Manager, .ie WRITTEN BY Tony Greenway

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n 2022, a Mental Health Ireland survey emphasised the need for mental health support in workplaces. About 70% of employees revealed that work pressures had a negative impact on their wellbeing. The survey also revealed that 90% of employers had observed an increase in mental health challenges in their workforce since the onset of the pandemic.

The high costs of ignoring mental health Not supporting employees’ mental health is detrimental to the employee and the employer. Employees dealing with mental health challenges are at greater risk of reduced performance, absenteeism and burnout. Poor wellbeing can lead to high turnover rates, incurring time and financial costs associated with recruiting and training new staff.

Navigating employee wellbeing To help employers support employees’ mental health effectively, Mental Health Ireland has developed the Wellness Works Workplace Framework, offering guidance and tools for addressing mental health challenges in the workplace. It presents three recommendations: 1. Organisations should conduct psychosocial risk assessments to identify elements of the working environment that may adversely affect employees.

2. Employers should collaborate with their staff to develop a workplace mental health policy, with strong leadership at its core. Involving employees from the outset is crucial.

3. Managers should receive adequate training to facilitate conversations about mental health and wellbeing with their teams.

Benefits of employee wellbeing By prioritising mental health and wellbeing, employers stand to gain motivated and productive employees. They can harness new skills, promote innovation and empower their workforce to be more confident and creative in their roles. In turn, they can boost business success.

Shaping a healthier future Employers hold a unique position in shaping their organisation’s culture. Their commitment to positive change can inspire the entire workforce to create healthier workplaces and a more sustainable future.

To further assist employers in supporting their employees’ wellbeing, Mental Health Ireland offers a free self-directed e-learning module. This resource is tailored to workplace leaders, managers and wellbeing champions, providing valuable insights and strategies for fostering a mentally healthy workplace.

Marie Duffy PR and Communications Officer, Mental Health Ireland

Organisational culture of wellbeing: what it is and where to start Organisational culture does not always necessarily include wellbeing norms, and it is up to organisational leaders to foster a culture of wellbeing.

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wellbeing culture ingrains a number of wellbeing organisational norms such as psychological safety, organisational justice and organisational identity, to name a few. It goes beyond practical wellbeing actions such as offering healthy snacks and meals to employees or free gym memberships.

Leaders play a crucial role in wellbeing culture Leaders, due to their role within organisations, are central to creating a wellbeing culture. Employees will look up to their leaders to understand what behaviours are acceptable within the organisation.

Leaders are important role models, and it is up to them to show that, for instance, the ‘always on’ culture (working outside set hours) is not an acceptable work behaviour as it might have detrimental effects on employee wellbeing.

We are also entering a hybrid working era, which is a revolutionary conceptualisation of work. Hybrid work can bring a number of advantages to diverse groups that might be struggling with personal issues. Leaders might use hybrid work to adjust to diverse employee needs, enhancing their work-life balance and overall wellbeing.

Ethical leadership styles are generally beneficial in creating such a wellbeing culture. Ethical leaders understand that each, individual employee within the organisation has unique needs and strengths and use these differences to each employee’s advantage, keeping their wellbeing at bay.

Professional development course Engaging in a Continuing Professional Development (CPD) course can be valuable to an organisation. CPD is open to anyone interested in creating a wellbeing culture.

It is an online course, delivered in seven sessions over seven weeks.

The course focuses on understanding how to create a wellbeing culture and the role that policies, leadership styles and organisational norms have in the creation of such a culture.

Study material is recorded, and it is a flexible course, ensuring students are able to fit in learning when it suits them. In a progressive workplace, it’s vital to have leaders equipped with wellbeing culture knowledge.

Dr Adele Grazi Assistant Professor in Psychology, Trinity College Dublin PEOPLE

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Mental wellbeing: ways to focus on the future in uncertain times

internally, including HEAnet and EduCampus’s EDI Council, to explore engagement feedback, understand employee experiences and spot opportunities for early and proactive intervention.

Amid a surge in mental health challenges, Irish employers must prioritise workplace mental wellbeing in 2024. Due to recent global events, our resilience has been tested, and human connection disrupted.

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ccording to Mental Health Ireland, 90% of employers have noticed an increase in mental health challenges in the workplace since the pandemic.

Reports suggest these issues relate to unsustainable workloads, social isolation, interpersonal difficulties and/or a growing disconnect in the employee-leadership relationship.

In recent years, efforts to destigmatise mental health challenges and equip colleagues for self-management have been substantial. “We are now seeing a move towards sustainable workloads, equality and employee voice,” says Katie Harris, People Operations Director at HEAnet, Ireland’s National Education and Research Network.

Policies, programmes and initiatives for wellbeing People-centric policies and practices, trained mental health first aiders, Employee Assistance Programmes,

mental health awareness sessions and People Operations’ open door policy — individually or collectively — have proven valuable resources to our HEAnet and EduCampus colleagues during trying times.

From these foundational supports, we are building on valuing voice, sustainable work and protecting colleagues’ mental health. So, how can we enact meaningful change to support their mental wellbeing?

Valuing the voice of each employee HEAnet’s Employee Voice Group plays a vital role in supporting mental wellbeing through fostering cultural connectedness and driving connection with intention in a hybrid working environment. The Group is well positioned to continue building a sense of belonging, support culture and engagement initiatives and bring employee voice to the fore.

The Employee Voice Group partners closely with several groups

Engaging in sustainable work Leveraging diverse data and feedback to anticipate pressure points and focusing on skillsets and workforce agility into 2024 will enhance our ability to proactively mobilise skills where they are needed — when they are needed.

Maintaining a psychologically safe environment where colleagues feel empowered and able to ask for support and where managers feel well-equipped to provide that support will be key to managing workloads sustainably.

Navigating mental health challenges Policies and practices support a comprehensive wellbeing proposition. However, sensitively supporting colleagues’ mental health requires a situational, personalised approach. In 2024, this will involve partnering with external resources to conduct needs assessments, develop roadmaps and support packs and provide training and coaching at all levels of the business.

Supporting mental wellbeing at work is truly a never-ending journey. As wider workforce trends emerge, we remain committed and responsive in this space to ensure the ongoing wellbeing and engagement of our people.

Katie Harris People Operations Director, HEAnet

Craig Nixon Systems Administrator and Chair of Employee Voice Group, HEAnet

Please visit heanet.ie/whowe-are/careers or scan the QR code to find out more

Workplace wellbeing: how to ensure women can thrive at every stage Great workplaces are those that cater to the wellbeing of all, including addressing women’s needs — but how can organisations ensure they are doing so?

T Fania Stoney Business Development Strategist, Great Place to Work

he nature of work and workplaces is constantly evolving. During this time of unprecedented change, we, at Great Place To Work, are examining how organisations are creating a Great Place to Work For All™ by focusing on adopting consistently high-trust workplace cultures.

Each year, we also recognise the Best Workplaces for Women in Ireland; these top organisations provide a great work environment For All™ employees but are also creating positive and supportive workplaces for women in particular.

continually contributing their talents and developing personally and professionally.

Clarity in career progression Among the Best Workplaces for Women, 83% of employees agree that they are offered training or development to further themselves professionally. At average organisations, this number stands at just 47%.

This gap showcases a direct correlation between a hightrust workplace culture and learning and development opportunities, particularly for women. By making these opportunities more readily There is a gap available, organisations can empower that needs to be women to break down barriers and equip them with the skills and confidence addressed with needed to advance in their careers.

Supporting across lifecycles Understanding and accommodating the unique circumstances and different stages of life is what differentiates the best regard to women’s organisations. About 82% of employees psychological at the Best Workplaces for Women this Work-life balance year agreed that their employer offers ‘a Providing a great work environment for all wellbeing in the psychologically and emotionally healthy employees means advocating for a healthy workplace. place to work,’ contrasting with just work-life balance for everyone. Again, this 39% agreeing with this among average is made clear when looking at the data; organisations. for employees at the Best Workplaces for There is a gap that needs to be addressed with regard to Women, 84% feel encouraged to balance their work and women’s psychological wellbeing in the workplace. Now, personal life, versus just 45% in average organisations. more than ever, organisations are obligated to be wellBy enabling women to manage their professional and equipped to support women however they need. personal lives more effectively, organisations can help Most recently, we have seen organisations doing empower them to break free from the constraints of pioneering work to support menopausal and societal expectations that have, for too long, defined their perimenopausal women at work. They are opening up the roles primarily as caregivers. conversation, introducing menopause policies, providing training and making adjustments to support women in

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Rachel McLoughlin Marketing Coordinator, Great Place to Work

Great Place to Work are excited to announce their inaugural Best Workplaces for Health & Wellbeing which will be announced in April 2024.

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Making ‘employee experience’ an attractive offer for current and future staff The experience your employees have at your organisation will be affected by many factors, big and small. Getting the balance right will play a massive part in their wellbeing and your business.

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Crafting the ideal employee experience Yet, according to creative consultancy Lippincott, only one in four companies deliver it successfully. Where should a business start? Unfortunately, the answer is: ‘It depends.’ “While ‘employee experience’ is everyone’s responsibility — because everyone has their part to play, from leadership down — it’s often no one’s job,” says Ryan.

“It’s an inherently tricky thing to figure out a good plan for the collective that also You can’t give your works for the individual, but there are people the odd perk strategic steps every organisation can take to transform the employee experience,” like free drinks and Ryan explains. “We have the methods and wonder why they’re tools to create a shared purpose using the still unhappy. You world-renowned Disruption® process, have to be authentic and we have deep experience building companies and their brands from the inside and proactive. out.

he phrase ‘employee experience’ is getting more traction among companies these days. However, not everyone understands what it means, admits Kalle Ryan, Executive Lead of employee experience business, INSIDE by TBWA\Dublin.

Kalle Ryan Executive Lead, INSIDE

by TBWA\Dublin WRITTEN BY Tony Greenway

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What is employee experience about?

“It’s an umbrella term for every touchpoint an employee has at your organisation — from the minute they walk through the door to the day they say goodbye,” he explains. “That can be everything from the software you give them to the diversity, equality and inclusion programmes you run or the communications you send.”

To deliver a good employee experience, a switched-on business needs to be genuinely interested in the wellbeing of its staff. Tick-box gimmicks won’t cut it, warns Ryan.

“You can’t give your people the odd perk like free drinks and wonder why they’re still unhappy. You have to be authentic and proactive.”

Do it right, and you’ll create a positive work environment and have happier, more empowered employees. Ryan adds: “If an employee feels a sense of belonging and purpose, they’re more likely to pay their employer back by engaging more deeply with their work.” Offering a good employee experience will also attract and retain the best talent.

Greater awareness of employee expectations Fortunately, many companies are more aware of the shift in their employees’ values and expectations; they recognise the profound impact that mental and emotional wellbeing has on staff performance.

“There’s a resounding — and very valid — call for a balanced work-life dynamic, unparalleled flexibility and an emphasis on overall wellbeing,” says Ryan. “The challenge for businesses today is to align with these shifting values and communicate them effectively, ensuring the employee experience they offer is an attractive proposition for current and prospective staff.”

of belonging, taking a proactive approach to eradicating casual discrimination is vital.

Steps to help make sure all employees feel included and safe One of the cornerstones of employee wellbeing is a sense of belonging. Employees need healthy, meaningful relationships, based on strong connections with colleagues and a feeling they can bring their whole selves to work.

O Linda O’Sullivan Head of Social Inclusion, Business in the Community Ireland (BITCI)

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rganisational culture depends on strategies, policies and practices.

Ultimately, however, culture relies on the interactions we have at work and how they make us feel.

It can be easier for employees making up majority groups to feel aligned to culture than for employees that identify with minority groupings (through ethnicity, disability, sexual orientation, gender and more). These colleagues can experience casual discrimination in their interactions with colleagues.

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Eliminate casual discrimination Casual discrimination is a form of prejudice that communicates hostile, derogatory or negative attitudes towards minority groups. It can be a verbal comment, a nonverbal gesture or action that makes a colleague feel excluded, invalidated or stereotyped.

They are often subtle, unintentional and ambiguous and can be easily dismissed or rationalised.

Such behaviours can have serious negative impacts on mental and physical health of the recipients. For employers committed to building inclusive workplaces where all colleagues have a strong sense

Some actions include: 1. Create clear policies and procedures for reporting and addressing casual discrimination.

Communicate these policies extensively and often.

2. Provide DE&I training for all staff to raise awareness of and sensitivity to casual discrimination and how it is harmful.

3. Create Employee Resource Groups to support and empower employees to build affinity networks and to foster a culture of respect and belonging.

4. Offer employee assistance programmes to help employees cope with the stress and trauma of experiencing or witnessing casual discrimination.

5. Encourage open dialogue and feedback among employees and managers. Provide coaching and mentoring for those who need to improve their communication skills or address their implicit biases.

Ensure all employees are respected Leading employers will be proactive in their approach to ensuring all colleagues feel respected and connected to the organisation. In doing so, they can expect more engaged employees who are at the heart of success.

Business in the Community Ireland (BITCI) is a not-for-profit organisation committed to promoting responsible and sustainable business practices.

Find out more at bitc.ie

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