In recent years our client has been working towards developing a more coordinated strategic plan for their People Function. Previously, these departments operated independently using different systems for HR and payroll between each region. Without a globally connected system, the level of focus on wellbeing was dependent on the individual motivation of the leaders at local levels. There was no coordinated, organization-wide strategy for managing wellbeing at the organization.

While wellbeing was on the agenda for our client, it was scheduled for the latter part of a three-horizon strategy. Our client wanted to first work on integrating its HR and People functions systems into one coordinated global system. However, with the rapid rise of the COVID-19 pandemic driving dramatic changes to the workforce, more immediate action was required.

Research shows that times of high stress or anxiety can lead to a variety of health and wellbeing issues, including mental health conditions. Within weeks, almost all of the business' 11,000 strong workforce were working from home. The unique challenges that resulted from this shift in routine, combined with the added stress and uncertainty that many were feeling, brought wellbeing into focus. It became obvious to the Board and the crisis management team that wellbeing would need to become a greater priority for the firm. Recognizing the need to act quickly, to support their employees in navigating these challenging times, plans to roll out a global wellbeing initiative began.

Covid was the signal that we needed to move quickly, and this had to start with the leaders.

Why focus on wellbeing?

An abundance of research demonstrates the many benefits of a mentally-well workforce. Employees who report high levels of wellbeing are more productive, engaged and satisfied with their work. These benefits flow on to their organization, resulting in marked improvement in retention rates, greater innovation and better overall performance.

Objectives

Our client wanted to create an environment where its people can thrive. Working towards a more integrated system and strategy for managing employee wellbeing across the organization as a whole, was an important step in achieving this goal. The primary objectives were not simply to implement a wellbeing program, but to create meaningful and sustainable change in the workplace culture. Our client wanted to build a culture that valued and supported wellbeing, that normalized wellbeing conversations and positioned good wellbeing as the foundation of productivity, positive working relationships, and experiences.

Over the course of the program the core objectives for employees was to deepen their understanding of wellbeing as a state, build and use support networks and recognize that wellbeing is a self-managed process.

Wellbeing is everyone's business.

Leveraging our expertise in psychology, leadership development and change management, Kaya developed an evidence-based program to be rolled out across the organization globally. Working in collaboration with the client's People Team, a structured, multi-layered program designed to support employees and leaders to develop a greater understanding of wellbeing and provide them with the skills and resources to enhance their own wellbeing, was launched. The program was built around Kaya's seven facets of wellbeing which were explored in-depth during the structured 12-module program.

Starting with the leaders, the program began by drawing attention to the importance of their own wellbeing. The kick-off session for the senior leaders involved a deep-dive into the fundamentals of wellbeing and an opportunity to examine their own mental models and the messages they are giving their staff about wellbeing and its importance. Recognizing the importance of leading by example, the multi-layered structure of the program equipped leaders with additional resources throughout the program, providing them with the tools and confidence to better support their staff to manage their wellbeing.

Creating sustainable change requires altering people's mental models about wellbeing.

Throughout the program, leaders received additional content and resources to support them to identify and shift their mental models about wellbeing; including additional training to effectively initiate wellbeing conversations with their staff and recognize when to seek professional support.

Fundamental to the implementation of the wellbeing program was the recruitment and training of Wellbeing Champions. Prior to the start of the program, an expression of interest was extended to employees across all locations. Wellbeing Champions led local support networks within each region and were instrumental in ensuring the program met the needs of a culturally diverse workforce.

Over a number of weeks, the employees received access to a weekly webinar that focused on a different aspect of wellbeing, designed to support individuals to enhance their understanding and build capacity in each of Kaya's seven facets of wellbeing. In addition to the webinars, employees received access to a variety of supplementary resources and information relative to each topic. The program was designed to support employees to be active participants in this long-term cultural journey; employees were encouraged to contribute their own resources, stories and ideas to make the program their own.

Flexible delivery was an important requirement for the success of the program; with employees spread across the world and working remotely, all content was made available on a digital hub, where employees could access it at their own convenience. While live webinar links were available, all the webinars were recorded and were available on the hub.

Also available, were Wellbeing Coaches - skilled people available to provide short-term coaching sessions to help individuals get the most out of the resources and help them to create their own wellbeing plan. These Wellbeing Coaches were available to provide additional assistance to leaders to support them in leading wellbeing initiatives with their teams and work through any challenges they may be experiencing.

Employees were also encouraged to form 'Wellbeing Trios' within their teams, a small support group to meet regularly to check in on each other's wellbeing. With everyone working remotely, this became extremely important for helping team members maintain connections with their colleagues.

To ensure the continuity of the program beyond the 12 modules, our client has integrated the program into their Graduate and Leadership programs to ensure that the wellbeing culture at the firm continues to grow.

Measurements

Once registered for the program, individuals were asked to self-evaluate their wellbeing resources using the Wellbeing IndicatorTM. The tool, developed by Kaya, assists individuals to develop their own wellbeing plan.

Our client used monthly 'pulse' surveys to monitor the wellbeing of their staff throughout the course of the program and beyond. Data was gathered and recorded by a 'chat-bot' on the company's intranet portal. Comments that employees provided using this feature were scanned for emotional language, which was then classified into four emotional states, based on the Emotional Contagion Model:

• Thrive - Enthusiastic, optimistic, confident, challenged and engaged
• Recovery - Carefree, peaceful, relaxed and receptive
• Survive - Impatient, irritable, frustrated, angry, defensive, anxious, fearful, and worried
• Burnout - Exhaustion, empty, depressed, sad, and hopeless

There were many successes as a result of the wellbeing program. There was an overwhelming response to the expression of interest for wellbeing champions, many employees were keen to put their hand up to support their colleagues through these challenging times. Over 250 wellbeing champions were recruited around the world and stepped up to lead wellbeing initiatives in their regions.

Over 900 Wellbeing IndicatorTM assessments were completed; and during the initial 12-weeks, more than 1000 people attended webinars and information sessions each week. Beyond the initial 12-week period, employees are continuing to access the resources and session recordings. Employees were highly engaged in the program and made many contributions to the resources and were keen to share their stories and experiences with their peers. As well as the dedicated Wellbeing portal, a Yammer channel was set up where people have (and continue to) contribute content and discuss wellbeing related matters.

Our Client's Global Wellbeing IndicatorTM Results (2020)

Our Client's Global Wellbeing IndicatorTM Results (2020)

Our Client's Global Emotional States Results (2020)

Ongoing monitoring of the monthly pulse survey shows that employee engagement in the process has grown from an initial 23% response rate, to a consistent 30% response rate each month.

As well as high levels of participation and engagement with the program, our client has reported a marked increase in productivity among their workforce, which has translated into the organization reporting one of its best years in terms of financial performance in its 90 year history. The increase in the numbers of new working relationship across different regional locations was also thought to have contributed to the business benefits.

Through ongoing evaluation and monitoring of the program, there were several important factors that contributed to the success of the program. Leveraging the organization's existing values, rather than attempting to completely reinvent them helped integrate this perspective of wellbeing into the businesss' culture. This strategy expanded their already accepted values and guiding principles, such as 'safety', to include psychological safety as well as physical safety. The organization was thought to already have quite a strong, caring and supportive culture which, made the program easier to implement.

Local representation was important. Kaya was aware of the cultural differences across the different regions; employees and leaders were encouraged to contribute their own views, ideas and representations of the topics presented.

Creating very purposeful messaging around the time commitment and importance of prioritizing wellbeing was an important success factor in getting people on board. Some initial concerns were raised by leaders that the program would place even greater demands on their time. These were mitigated through clear and regular communication.

Practical implementation, utilizing digital platforms, ensured that all employees were able to access the content at a time that was convenient for them. Sessions were recorded and made available on our client's internal network, for employees to access at their leisure.