Most government, business and not-for-profit leaders know about employee engagement and its link to improved productivity and organisational performance. Employee engagement and the extra discretionary effort that is derived from improved engagement has been researched and reported on for decades.
Far fewer leaders know about the business case for wellbeing, nor for that matter, what wellbeing is or how to measure it. This article provides the answers to these important questions about wellbeing.
What is wellbeing?
In its simplest form, wellbeing is our ability to feel good and function effectively. It is what provides us with the resilience to navigate the natural highs and lows we all experience in our lives, while enabling us to intellectually, emotionally, socially and physically flourish.
Over the last decade, researchers have discovered that people with higher levels of wellbeing are more sociable and energetic, more charitable and cooperative, and better liked by others. They show more flexibility and ingenuity in their thinking and are more productive in their jobs. They are better leaders and negotiators and earn more money. They are more resilient in the face of hardship, have stronger immune systems and are physically healthier and happier.
So how can you consistently and practically improve your wellbeing, no matter how busy you are?
Dr. Martin Seligman, a leading authority in the field of Positive Psychology from the University of Pennsylvania suggests we can improve our wellbeing by:
This framework is often referred to as PERMAH.
Individuals, teams and organisations have it in their power to improve their own wellbeing - there is a clear win-win-win for individuals, teams and organisations.
What is the business case for wellbeing?
The business case for wellbeing is compelling. Here is just some of what the research tells us:
How can you measure wellbeing?
Insync, with the help of Peggy Kern, Michelle McQuaid and Jo Fisher, has created a Wellbeing Survey that measures individual, team and organisational wellbeing in one short, well designed survey. After the survey, clients receive an easy-to-understand and action-oriented report.
The survey draws on the significant experience of Peggy Kern gained by working with Dr. Martin Seligman and others at the University of Pennsylvania, combined with the twenty plus years of survey and reporting expertise of Insync.
The Wellbeing Survey can be done by departments or divisions of organisations or organisation wide. If you want to learn more about how to measure the wellbeing of your organisation or your team, please contact Insync.
The majority of this article was written by Michelle McQuaid who is passionate about improving wellbeing in teams and organisations.
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