A factory had to deal with shrinkage. Uncertainty about the company's future combined with high workloads took their toll on people's health. Relationships were under pressure, as there was less time for meetings. A staggering 20.5% of staff found themselves in the burn-out risk area. And more and more people were dropping out due to physical complaints.
The company wanted a coherent, preventive approach to support its management and employees to (continue to) feel good and to (continue to) perform in times of great pressure.
The company's CEO and HR Director took the lead. Our first step was to engage the management team in a dialogue about their own well-being as well as that of the organisation.
Immediately afterwards, a design group was set up, consisting of people from various departments. Using interviews and objective data (such as employee surveys, HR analytics, etc.), they investigated the health of the organisation and the different factors that promote and impede it. We provided a conceptual framework with which the theme of health and well-being could be systematically investigated.
On the basis of their analysis, we helped the design team, to determine priorities and to identify possible approaches together. An important point of attention was that all solutions were integrated as much as possible into existing policy or initiatives (leadership development, HR policy, facility management, etc.). A limited number of thematic workshops and other additional interventions were designed, such as a relaxation area, sports equipment, new layout of the workstations, etc....
All actions were grouped under one heading. This functioned as a clear brand. By communicating very clearly, we lowered the threshold for employees to make use of the help on offer and to actively work on their health.
A theme such as health and well-being touches on something very essential and human. Breaking open the conversation about this mobilised a lot of connection and energy, in an atmosphere of equality between all parties involved.
Moreover, the organisation has remained the owner of its own question and the health policy that was developed. Interventions were not just 'bought’, but were designed and chosen by the organisation itself. The members of the design group are now ambassadors of the project and propagate it further within the organization. They truly carry their own health policy.
And the prevention advisors have become more visible. Partly because of this, their role has shifted from reactive to proactive, so that they can do more for the organisation that badly needs their expertise.