Career Moves



Career Moves Group

New Year, New Us: Engaging Management

  • by Career Moves Group
  • 8 Jan 2019

Corporate visions are most effective when clearly communicated by top organizational leaders who exhibit strong values and have dynamic, charismatic personalities. Yet if leadership doesn’t register the benefit of company wellbeing then initiatives can be stunted before they gather employee buy-in and improve the overall working culture.

Start with Management

Once addressing a wellbeing strategy has been cleared by management, then start with management. As it’s been established, company culture comes from the top down and leaders to execute company changes will witness better results than changes coming from the bottom up.

These implementations can yield even more success if leadership become true advocates of wellbeing, having witnessed their own results. Developing managers to progress sustainable employee engagement, health and wellbeing, through a vast understanding of company issues will decrease the road to success through decreasing conflicts later down the line.

The Approach

Approach wellbeing as you would any other business initiative. Identify a problem area, assess where the faults are, and present a potential solution that will increase company productivity. This will require a strategic approach that has evidence to help alter the managers’ mind.

This is a strong approach to take on both companywide and individual strategies. As the workplace is moving towards a more holistic view of improving overall functionality,
personal responsibility for wellbeing is increasingly important. Whether this is the suggestion of a lunch-time running club to remove people from their desk and reinvigorate employees for the rest of the day, to changing the biscuit tin to biscuits with less sugar but a great taste, management will want to see tangible benefits of implementing new focuses within the company.

As a harder route to success, identifying competitive brands  that effectively address wellbeing within the workplace can prove thought provoking to leadership. Subtly, this promotes the business acumen to remain a market-leader within their industry.


In our age of information, there is both academic and practitioner evidence to demonstrate the importance of employee health, well-being and engagement for organisational success. For example, in a meta-analysis, Ford et al (2011) discovered links between employee psychological health and wellbeing and overall performance. Donald et al (2005) found that almost a quarter of the variance in employee productivity is explained by psychological wellbeing, perceived commitment of the organisation to the employee and
resources and communication. And these are just a couple of examples.

A positive culture that promotes wellbeing has to be multifaceted and include employee engagement, health, and wellbeing to enable sustainable positive outcomes over a prolonged period of time, as explored by Lewis et al (2012), as it is the combination of engagement and psychological wellbeing rather than engagement alone.

The provision of tangible evidence that expands the positive correlation between employee engagement and psychological wellbeing allows for initiatives to be implemented to elevate employee and company success.


Along with all other business initiatives, benchmarking can be a fantastic route to measuring success. This means that data will need to be gathered and developed so that managers can make a well-informed decision and defend initiatives if necessary. In each wellbeing application, and development of strategy, it is necessary to incorporate a measurement system to see whether the desired results are being achieved.

Beginning this process with a strategic mindset in place and planning the strategy end-to-end will offer a clear route to success with demonstrable thought. This methodology can highlight clear initiative to leadership, who can then provide their own insight moving forward.

Gathering leadership involvement is so important to gaining success, and often comes down to budgetary constraints, or the inability to witness success.  Through providing cost-effective solutions and concrete end goals to complete, management can partake in a vision for employee wellbeing as well.


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