How can you ensure wellness programs survive organizational change?

Wellness programme helps driving organization change in following ways.. 1. Understanding the Impact of Organizational Change on Employee Wellbeing 2. Psychological Impact of Change 3. Physical Impact of Change 4. Communication: The Foundation of Employee Wellbeing During Change. Develop a Clear Communication Plan. Encourage Open Dialogue and Feedback 5. Foster a Supportive Work Environment through flexible work arrangements, provide access to mental health resources 6. Recognize and Reward Employee Efforts through recognition programme & celebrating success 7. Evaluate and Adjust through employee surveys, continuous improvement initiatives,

Ensuring that wellness programs survive organizational change requires careful planning, communication, and integration into the company culture. Gain buy-in and support from key leaders within the organization. Leadership endorsement can help ensure that wellness initiatives remain a priority during times of change. Align wellness programs with the broader goals and objectives of the organization. When wellness initiatives are seen as integral to the overall mission and success of the company. Design wellness programs that are flexible and adaptable to changing circumstances. This may involve offering a variety of wellness activities and resources that cater to different employee needs and preferences.

Uma vez no trabalho decidimos implantar o benefício gympass, porém tivemos poucos adeptos. A realidade é que após a pandemia muitas pessoas ficaram receosas de voltar a ambientes lotados, ouvindo nossos colaboradores pensamos na seguinte proposta. Programas online de suporte em nutri??o e treinos online. O número de adeptos foi excelente, além disso, tornou-se um diferencial no mercado, principalmente por sermos do ramo alimentar. No fim das contas mesmo que a ideia seja aderente à necessidade é importante saber se ela de fato atende ao público e de que forma ela pode ser facilitada/ adaptada

Make the well-being of your people a Key Performance Indicator. What gets measured gets done. Adding in key metrics to your quarterly people survey to understand and track the wellbeing of your people is critical to avoiding the cost of burnout. It equally provides a basis to substantiate and evaluate the performance of the wellbeing programs you run.

To ensure wellness programs survive organizational change, integrate them into the company culture, demonstrate their value through measurable outcomes, secure leadership support, and adapt them to evolving employee needs. Communication about the benefits of wellness programs and their alignment with company goals is also essential for sustaining them through organizational transitions.

Effectively communicate the ?????????? proposition of wellness programs to employees and organizational ??????????????. Highlight the tangible benefits of participating in wellness activities, such as improved physical ????????????, reduced stress levels, increased energy, and enhanced work-life balance. Illustrate how wellness initiatives align with the organization's ?????????? by emphasizing their potential to drive employee engagement, productivity, and retention

Involving key stake holders is key to having these programs survive. Without the buy-in from leadership, there will be little to no buy-in from the employees. We (employees) are the consumers and the business is the marketing arm. The business needs to market the product to the employees and remind us that it exists and is to be used. Just like brands remind us via commercials, text reminders, billboards, and other means, the business/stakeholders need to send out reminders of whats available for wellness programs.

Involving stakeholders is crucial for the success of wellness programs, as their buy-in can significantly enhance program adoption and sustainability. From my HR expertise, I've observed that when stakeholders are actively engaged in the development and implementation of wellness initiatives, they feel a sense of ownership and are more likely to support and promote the programs. Additionally, their diverse perspectives can lead to more comprehensive and inclusive wellness solutions that cater to a wider range of needs within the organization.

Involving stakeholders is crucial for the success of wellness programs as it fosters a sense of ownership and commitment. By actively seeking their input and addressing their concerns, you create a collaborative environment where the program's benefits are clearly linked to the stakeholders' interests. This alignment can lead to increased engagement and support, which are essential for the program's sustainability during organizational changes.

Identify and empower wellness champions within the organization who can serve as advocates for wellness initiatives. Department Leaders should champion wellness initiatives, allocate resources from their team and actively participate in program activities which will send a positive note across the organization.

The true mettle of a wellness program lies in its ability to adapt. Rigid programs buckle under change, failing to resonate with evolving employee needs, financial realities, and stakeholder priorities. This can not only burden the company with unutilized resources, but also leave employees feeling disenfranchised and disengaged. However, dynamic programs that respond to these shifting influences can thrive. By keeping a pulse on employee expectations, company finances, and stakeholder engagement, wellness initiatives can continuously evolve, offering lasting value and fostering a healthier, happier workforce.

Be flexible and adaptable to changes within the organization. This might involve adjusting program components, communication strategies, or resources to fit new circumstances.

Foster a culture of ???????????????????????? and resilience within the organization, where wellness programs evolve in response to changing circumstances and employee ????????????????. Encourage open communication channels for employees to share their experiences, suggestions, and concerns regarding wellness initiatives.

We need to be prepared to adapt wellness programs to meet the evolving needs of employees and the organization during times of change. Evaluate the effectiveness of existing initiatives and consider making adjustments or introducing new offerings according to market best practices and as necessary to address emerging challenges or priorities which has be designed by us.

Be flexible and adaptable in response to organizational changes, such as mergers, acquisitions, or restructuring. Assess how these changes may impact the delivery and effectiveness of wellness programs, and be prepared to modify strategies or initiatives accordingly. For instance, if there are changes to the company's workforce demographics or work environment, consider offering new wellness resources or adjusting existing programs to better meet the evolving needs of employees.

Communicate Effectively: Keep employees informed about the wellness programs and any changes that may occur due to organizational restructuring. Transparent communication builds trust and confidence in the programs, reassuring employees that their well-being remains a priority. Foster a culture of resilience among employees to help them navigate and adapt to organizational change more effectively. Providing resources and support for stress management, mental health, and work-life balance.

Provide a variety of wellness program options to accommodate diverse employee needs, interests, and preferences. Offer programs and resources that address physical, mental, emotional, and social well-being, such as fitness challenges, mental health workshops, stress management seminars, and work-life balance initiatives.In Cholayil, we implemented a program named SWASTH for employee wellness and which created a good impact among our employees.

Es difícil llegar a todas las personas y niveles pero es recomendable que el programa capte la atención del mayor número de personas. Hay temas que preocupan a toda la plantilla, otros a un segmento de personas (junior o sénior) por eso es muy importante la participación de todas las personas en el dise?o de estas acciones de bienestar. El hecho de contar con su opinión a través de encuestas o foros provoca de antemano una declaración de intenciones de que se quiere cuidar a las personas. Contar con las sugerencias de los empleado/as además de provocar un compromiso real desde el inicio asegura que se atiendan necesidades que ellos mismos han recomendado.

Collect and present data on how wellness programs benefit the organization, including reductions in absenteeism, improvements in productivity, and increased job satisfaction. Concrete data can convince organizational leaders of the importance of maintaining these programs during and after changes.

Engagement is key to the success of wellness programs. By leveraging diverse communication channels, HR can meet employees where they are, increasing program visibility and participation. Recognizing and rewarding participants not only fosters a positive culture around wellness but also encourages ongoing involvement. Gathering feedback is crucial for tailoring programs to employee needs and preferences, ensuring they remain relevant and effective even amidst organizational changes.

Collaborating with partners is essential for the sustainability and enhancement of wellness programs. By tapping into the specialized knowledge and resources of these partners, organizations can create more comprehensive and effective wellness initiatives. It's important to choose partners whose values align with your company's and who are committed to the well-being of your employees. Clear communication and shared goals are key to a successful partnership that can adapt to and weather organizational changes.

When it comes to ensuring wellness programs survive organizational change, collaboration with partners is key. By working together with other departments, HR, and leadership, you can create a strong support network that promotes the importance of wellness initiatives and ensures their longevity. It's all about fostering a culture of wellness throughout the organization.

One way to ensure wellness programs survive organizational change is to integrate them into the company culture and values. By making wellness a priority and demonstrating its importance to the overall success of the organization, employees and management are more likely to continue supporting and investing in these programs, even during times of change. Additionally, regularly evaluating and adjusting wellness initiatives based on feedback and outcomes can help ensure their relevance and effectiveness in the long term. Finally, having strong leadership buy-in and support for wellness programs can help ensure their sustainability through organizational changes.

It is an important step to ask employees about their preferences when it comes to wellness programs. This can lead to increased involvement and engagement. By seeking feedback from employees, organizations can show that they value their opinions and recognize that wellness programs that were effective in the past may not be suitable for today's workforce. Additionally, wellness programs should not be limited to events but can also include workplace setups and additional benefits. It is heartening to see that organizations are brainstorming such activities to demonstrate that they care about their employees and are committed to retaining them.

Continuously innovate and improve wellness programs by staying informed about emerging trends, best practices, and research findings in employee wellness and well-being. Experiment with new ideas, technologies, and approaches to engage participants and drive positive outcomes. For example, leverage digital platforms and mobile apps to deliver virtual wellness coaching, mindfulness sessions, or personalized health assessments that employees can access anytime, anywhere.

Regularly assess and innovate the wellness program to keep it fresh, relevant, and aligned with emerging needs and trends. By continuously improving the program, it becomes an integral part of the organizational culture, making it more likely to survive changes.

During times of significant organizational change, such as a leadership transition or a restructuring initiative, communicate transparently with employees about the future of the wellness program and how it will be impacted by the changes. Provide reassurance and guidance on how the organization is committed to supporting employee well-being, even amidst uncertainty. For example, host open forum meetings or Q&A sessions where employees can ask questions and express concerns about the wellness program's continuity and sustainability.

Además de todos los aspectos comentados en este artículo dos pinceladas más: 1. Crear un equipo de trabajo para implementar el programa. Se encargará de llevar a cabo la estrategia, canalizar las ideas, dise?o de acciones , gestionar los recursos, etc. 2. Asignar una partida económica dentro del presupuesto. Un programa de bienestar necesitará comprar equipos, contratar a consultores, personal externo, etc. Estos dos últimos aspectos son interesantes dado que si no hay un equipo y una partida económica será más difícil que el programa salga adelante con resultados óptimos.

While it is always challenging to embrace change, the most important thing in my view & from personal experience, is to get the buy in from the “drivers of change” first. They are most likely to be the middle to senior level managers in the organisation. If they have a clear understanding of the vision, mission & expected outcomes from any kind of organisational change, the rest of the organisation is more likely to adapt, basis the way their leaders / managers communicate to them about the change & its potential impact on the overall structure & well-being of the organisation & its employees. Once the lower downs get convinced by the “what in it for them”, the “how” is very likely to fall into place.

Integrate Wellness into Company Culture: Cultivate a culture of health and well-being within the organization from the top down. When wellness is ingrained in the company's values and mission, it becomes a fundamental aspect of the workplace. Secure Leadership Support: Gain buy-in from senior leadership and decision-makers within the organization. Ensure that they understand the value of wellness programs and are committed to supporting them even during periods of change. Establish Clear Program Objectives: Define clear objectives and measurable goals for the wellness programs.

Embed wellness initiatives into the company culture so that they become ingrained habits rather than just programs When leaders prioritize employee well-being, it sends a clear message about the importance of the program to the organization Design wellness programs that are flexible and adaptable to changing organizational needs Maintain open and transparent communication with employees about the wellness program Identify and train wellness champions within the organization who can advocate for the program and drive participation among their peers Regularly evaluate the effectiveness of the wellness program and gather feedback from participants to identify areas for improvement