5OS07 Assignment Example

AC 1.2 Explain, with examples, how wellbeing can be managed to support  organisational goals.

Employee wellbeing is holistic and encompasses different dimensions including emotional, physical, financial, social and mental health (Marinaki, 2020). It also encompasses the extent to which employees are happy and engaged with their work and their organisation. Employee well-being at work is affected by myriad factors key amongst them being the state of work-life balance, sense of workload, and purpose at work (CIPD, 2023). An assessment of Repa’s workforce planning goals indicates that well-being can be used to reduce absenteeism and promote retention. 

Absence management

According to research compiled through the findings of an anonymous survey at Repas, a major goal for Repas is absence management. The aforementioned is due to an increase in the rate of short-term absences attributed to stress since the onset of the Covid-19 pandemic. A high rate of short-term absences in the organisation can have a detrimental impact on the stability of the workforce as well as organisational processes (Mat Saruan et al., 2020). This can ultimately reduce the quality of services provided.

To reduce the rate of short-term absences people professionals should leverage job design to reduce employee stress. This encompasses ensuring employees have manageable workloads and clear job roles and responsibilities. In addition, employees should be supported to experience well-being through opportunities for flexible working. This allows employees to have greater control of their roles and responsibilities and reduces work-related stress. This also improves employees’ physical and mental health hence reducing incidences health health-related absences (Marinaki, 2020). 

Employee retention

Repas has also reported higher rates of employee turnover compared to pre-pandemic levels. A high turnover rate can indicate poor well-being in the organisation, it can also have a detrimental impact on the organisation’s reputation and increase its recruitment costs. To enhance staff retention, people professionals should endeavour to enhance wellbeing by creating a positive workplace environment where all employees feel supported, welcomed and valued for their contributions to the organisation (Betterup, 2023). One way this can be achieved is through the provision of competitive pay and benefits. Competitive pay and benefits allow employees to experience a sense of financial well-being and are less likely to leave in search of better employment opportunities. In contrast, poor pay and benefits reduce employee’s sense of financial stability and can lead to a reduced sense of focus at work and high turnover in search of better employment. In addition, employees who are adequately compensated are more motivated, loyal, and productive and demonstrate discretionary and organisational citizenship behaviours retention (Campbell, 2021). 

AC  1.3 Assess the potential  value of adopting wellbeing practices in  organisations.

Creating a positive workplace environment

The CIPD Good Work Survey posits that supporting employee well-being and work-life can add value to the organisation by creating a positive workplace environment for employees to work in (CIPD, 2023a). The aforementioned refers to a workplace environment where employees experience flexibility in their work schedules such as compressed work weeks, remote work, and flexi time and job sharing. The aforementioned creates a positive workplace environment by ensuring employees can manage their working schedules and create a balance between their personal and professional relationships (CIPD, 2023). This also enhances their engagement, satisfaction and performance. Lack of flexibility and work-life balance can create a negative workplace environment where employees experience burnout, stress and physical illnesses such as high blood pressure and ergonomic illnesses. 

High motivation and productivity

Investing in employee well-being can increase their motivation and productivity. According to Abhishek (2021), employees who have a strong sense of well-being are more motivated, committed and productive in the workplace. For example, employees working in an inclusive workplace where they enjoy job autonomy feel more trusted and are likely to demonstrate discretionary behaviours leading to high performance. In contrast, when employees feel micromanaged in the workplace and lack job autonomy, they feel less trusted and are less likely to demonstrate discretionary behaviours (Wooll, 2021). Moreover, employees who are undercompensated are less motivated and productive.  

AC 2.1 Identify ways in which each of the following workplace  stakeholders can contribute to improvements in wellbeing at work. • managers • workers

1. Managers

Managers at Repas can contribute to improvements in wellbeing at work, by implementing training programs for line managers and other leaders in the organisation to recognise and respond to issues related to employee wellbeing in the organisation. For example, line managers may be trained on the essence of providing employees with manageable workloads in the organisation and identify employees who need support such as counselling. In addition, managers can contribute to well-being in the workplace through effective conflict resolution. The aforementioned entails ensuring fairness and justice in disciplinary management processes. Fairness enhances employee wellbeing by promoting feelings of trust, satisfaction at work and loyalty in the organisation. Unfair and unjust disciplinary processes can have a detrimental impact on employee wellbeing and can cause employee disengagement, dissatisfaction and high turnover (Campbell, 2021). 

1. Workers

Workers’ Repas have a responsibility to promote well-being in the workplace. The aforementioned encompasses adopting healthy lifestyles. This encompasses undertaking regular physical exercises and adopting a healthy diet. This averts the risk of physical illnesses that may lead to poor physical well-being. In addition, employees can support wellbeing by maintaining positive relationships with family members and co-workers in the organisation. This allows them to derive necessary social support to enhance their well-being (CDC, 2018). Besides, employees benefit directly from wellbeing initiatives implemented by other stakeholders in the organisations such as managers and senior leaders in the organisation. For example, employees leverage flexible working opportunities to create a balance between their personal and professional responsibilities hence enhancing well-being. 

AC 2.2 Explain, with examples, how wellbeing can interact  with other areas of people management  practice.

Job design

Job design at Repas encompasses the organisation of work and the development of appropriate organisational structures to support the attainment of the organisation’s goals and objectives while enhancing employee experience (Personio, 2020). Wellbeing interacts with job design through the assigning of tasks and responsibilities in the organisation. Notably, job design can enhance employee well-being by ensuring employees are assigned to tasks and responsibilities that align with their skills, qualifications and abilities and have manageable workloads. This improves their job experience, effectiveness and satisfaction at work (Abhishek, 2021). When employees are overworked, they are likely to experience poor well-being due to stress, anxiety and burnout. In addition, well-being can be integrated with job design through the provision of employee job autonomy.  When employees have the flexibility to make key decisions at work, they become more committed, and engaged and have a greater sense of empowerment and well-being. 

Diversity and inclusion programs

Repas can integrate well-being into its diversity and inclusion practices (Woods, 2024). The aforementioned may encompass practising open communication in the organisation. For example, employees should be allowed to share their voice and influence decision making this may be through suggestion schemes, joint consultation meetings, surveys and interviews. Employee voice allows employees to feel empowered and to develop a sense of belonging and ownership of their work. When employees are not allowed to have a voice, they feel less valued and are likely to become disengaged and less productive (Kayilas, 2021). Besides, organisations can integrate wellbeing into diversity and inclusion initiatives by ensuring employees receive equal pay and have equal access to opportunities such as promotion. The presence of unequal opportunities in the organisation propagates discrimination and contributes to reduced well-being. Besides, equal pay and access to opportunities enhance the organisation’s reputation and position it as an employer of choice.

AC 2.3 Analyse how organisational context shapes wellbeing.

Leadership and management

Leadership and management at Repas can significant impact on well-being within the organisation. For example, some managers within the organisation allow employees to have access to one free meal every workday while other employees are only allowed to have free means when there is a surplus meal. This can lower feelings of employee wellbeing by propagating discrimination, particularly amongst employees who are only allowed to have a free meal when there is a surplus. In addition, some managers allocate more holidays to parents than non-parents, this not only leads to perceptions of unfairness and discrimination but also prevents non-parent employees from experiencing work-life balance and well-being (Laker, 2023). In addition, employees who feel discriminated may opt to leave the organisation. 

Sector Profiles and Economy

Repas a restaurant chain operates in the hospitality industry. As a result, major trends in the hospitality industry can impact Repas’ priorities for supporting employee wellbeing. For example, there is a rising trend where organisations prioritise employee needs and preferences when supporting their wellbeing (CIPD, 2023). The aforementioned may entail considering individual employee preferences such as flexible working and a positive workplace environment. In addition, the economic conditions and the level of employment may impact Repas approach to employee wellbeing (Tomljenović, 2014). When there is a high rate of unemployment, employees may experience a poor sense of well-being due to feelings of financial and job insecurity (CDC, 2018). In contrast, during periods of low unemployment, employees may be more satisfied with their work and feel more job secure hence improved wellbeing.

Task 2

AC 3.1 Discuss Repas’ needs in relation to  employee wellbeing  and two wellbeing  initiatives that would  help address these  needs.

Wellbeing needs

Inequity in provision of opportunities

A major well-being need at Repas is the provision of equal opportunities. An analysis of the findings of the anonymous survey indicated that some managers provided employees with a free meal while other managers only availed a free meal when there was a surplus. This creates resentment among employees who are not guaranteed to get a free meal every day. It also presents the risk of disengagement, low motivation and turnover (Easyllama, 2023). Consequently, some managers are discriminative in the allocation of holidays and specific working shifts with only parents being prioritised while non-parents are not prioritised. Besides, this could be a leading cause for the increase in employee turnover in the organisation.

Increased employee stress

Repas has also experienced an increase in the rate of short-term absences amongst employees. Besides, the results of the anonymous survey show that this is a result of increased work-related stress among employees. As a result, the implementation of people practices must consider the reduction in employee stress. 

Wellbeing initiatives

Fair and Equal access to opportunities

Repas should ensure the organisation ensures fairness and consistency in the implementation of people practices in the organisation. The aforementioned entails fairness in the allocation of free meals, holidays and working shifts. Studies show that fairness and equity can have a positive impact on employee well-being. This is because employees feel valued, respected and empowered within the organisation leading to enhanced satisfaction, motivation and wellbeing (Easyllama, 2023). 

Flexible working hours

Repas should provide employees with flexible working hours to address the challenge of rising cases of short-term absences due to stress. Notably, working long hours in the organisation predisposes employees to burnout, anxiety and stress. This hurts their well-being (Kelly et al., 2021). In contrast, providing employees with flexible working opportunities enhances their work-life balance by empowering them to work within their preferred timelines hence enhancing engagement, job commitment and well-being. Besides, employees who experience work-life balance are less likely to take unexplained or health-related leave. They are also more committed and productive at work.

AC 3.2 Design (in summary  form) a wellbeing programme/initiative  that would address  one area of Repas’ needs. Your design  summary should include the need being addressed, the  key components of  the programme, the  people involved/affected, and the potential wellbeing  benefits to be gained.

Flexible working hours

Repas should prioritise the implementation of a flexible working hours policy within the organisation. 

What well-being needs it will address

Implementation of flexible working hours is aimed at enhancing wellbeing and addressing employees, physical, social and emotional wellbeing (Kelly et al., 2021). For example, the well-being initiative will allow employees to have greater autonomy in managing their time hence reducing stress.

Key components to deliver the program

Key components of the flexible working hours policy encompass employees enjoying a compressed work week. The aforementioned occurs when employees are allowed to extend their working hours on specific days which allows them to attend fewer working days. For example, employees may extend their daily working hours for two hours, as a result, they work on a four-day work week rather than the traditional four-day work week. 

Another key component of the flexible working hours entails allowing employees to choose their preferred working hours, this is integral in empowering employees to take charge of their working hours, and as a result, employees only work when they feel they are at their highest level of productivity.

Involved and affected stakeholders

Several stakeholders will be directly involved and affected by the well-being program. For example, managers, line managers and people professionals will be responsible for implementation. This entails working with employees to establish their needs and preferences to ensure they are considered when developing an appropriate flexible working hours policy. In addition, line managers and supervisors will also be responsible for creating work schedules that align with employees’ needs and preferences including flexibility in working hours.

Senior leadership in the organisation will also be involved in implementation. The role of senior leaders encompasses providing goodwill, support and any resources that may be required during implementation (Harwood, 2023). Besides, senior leaders are integral in ensuring the flexible working policy is integrated into existing organisational policies and procedures as a means of supporting employee wellbeing and work-life balance.

Notably, employees will be the major beneficiaries of the well-being program. Employees will also be involved in sharing their preferences, and suggestions with regards to flexible working hours. This ensures that it is designed in a manner that considers their needs, responsibilities and the need to experience work-life balance. 

Besides, the finance department Repas will also be involved in the implementation particularly making budgetary approvals necessary for the initiative to be implemented. This may particularly be necessary if additional employees have to be recruited to support the flexible working initiative. 

Benefits/justification

Implementing a flexible working hours policy presents significant benefits for employees and the organisation. For example, one of the major benefits for employees is improved work-life balance (Brega et al., 2023). This is because employees will have greater autonomy in managing their personal and professional responsibilities leading to increased job satisfaction and overall wellbeing. In addition, flexible working hours initiatives can benefit employees by increasing their productivity. The aforementioned arises because employees are more empowered and can work during their most productive hours. Notably, it also enhances their efficiency and effectiveness in the organisation.

Furthermore, flexible hours initiatives can benefit the organisation. For example, when employees experience work-life balance, they are less likely to be stressed, and experience burnout and anxiety (Brega et al., 2023). In addition, employees are more likely to feel relaxed and motivated for work. This ultimately reduces the instances of short-term absences. Furthermore, when employees schedule their work around their personal and professional obligations, they are more likely to meet all their job and personal commitments without being absent from work. Moreover, organisations that implement flexible working hours are considered to be employers of choice by potential candidates, as a result, they attract and retain highly skilled candidates by enhancing their morale and loyalty (Shagvaliyeva and Yazdanifard, 2014). 

Costs and Implementation Timeline

Implementing the flexible working hours initiative will require a budget of £19,000. The aforementioned will be spent on delivering training to managers, line managers and people professionals on how to support flexible working hours policy. In addition, the budget will be used to train employees on how to abide by the flexible working hours policy. Notably, the implementation of the initiative will begin in July 2024 after approval by senior company leaders.

AC 3.3 Explain how your wellbeing programme  would be implemented in a way  that is suitable for Repas.

Implementation model

To ensure the flexible working hours policy is implemented successfully, Kurt Lewin’s Change Management Model. The model proposes that the first stage when implementing a new change initiative is unfreezing by underscoring the importance of the change and creating the right environment for it to thrive (Capatina et al., 2017). For example, Repas should first recognise the need for change from current practices that lead to increased employee stress and encourage absenteeism. For example, the organisation should communicate the benefits of a flexible working hours to employees such as work-life balance to reduce resistance and encourage buy-in. In addition, the next stage is the implementation stage when the flexible working hours initiative is implemented. During this stage, training and feedback loops are important to ensure all stakeholders understand their roles in supporting the change process. It also ensures that all employee concerns are addressed. The last stage is the refreezing stage. This occurs after the change has been implemented and encompasses maintaining the new status quo. This is achieved by integrating the initiative into existing people practices. Notably, employees who adapt to the change may be encouraged through reward and recognition (Dinnen, 2023). Furthermore, more training and support may be required to ensure a lasting impact.

Leadership consultation

Effective implementation of the policy will be influenced by leadership support. As a result, before implementation, senior leaders will be consulted and informed of the policy implications benefits and budgetary requirements.

Assigning implementation responsibilities

Repas will ensure that all stakeholders are informed of their roles and responsibilities in the implementation process. For example, managers, line managers and supervisors will play a role in developing employee working schedules and ensuring fairness and equity in the process (White Label Loyalty, 2022). Similarly, the finance department will ensure the availability of resources for the initiative. In addition, people professionals will deliver wellbeing training to line managers and supervisors to ensure they understand the sense of the program in supporting wellbeing

Implementation and monitoring

This is the last stage of the implementation process that will entail ensuring that the well-being initiative has been implemented successfully and is meeting the intended purpose. To this end, the organisation will gather relevant data on employee stress levels and monitor absence rates to determine success and areas of improvement.

AC 3.4 Explain how your Repas wellbeing programme would be  evaluated and monitored.

Satisfaction and engagement surveys

Employee satisfaction and engagement surveys will be relied upon when conducting monitoring and evaluation of the flexible working hours initiative (Rollet, 2022).  This is because they provide valuable insights into employee perceptions and experiences which can inform data-driven decision-making and identification of potential areas of improvement. In particular, employee satisfaction and engagement surveys can be used to establish the impact of flexible working hours on employee work-life balance, stress levels, productivity and absenteeism and overall satisfaction with the policy. In addition, they allow for trend analysis and correlation studies including the relationship between flexible working hours and variables such as engagement and productivity. In addition, analysis of findings from the satisfaction and engagement surveys may be used to develop improvement action plans (Rollet, 2022). For instance, if employee stress levels remain high despite the implementation of the initiative, then Repas may have to implement additional interventions such as wellness programs and the provision of mental health resources. Besides, satisfaction and engagement surveys create a feedback loop that ensures employees remain informed of key changes and developments based on their feedback.

Monitoring of absenteeism and turnover rate metrics 

To understand the impact of the flexible working hours policy, Repas should monitor key organisational metrics such as absenteeism and turnover rate metrics (Davis, 2023). Notably a decrease in the rate of short-term absences may indicate an improvement in employee wellbeing. Consequently, a decrease in turnover rate could indicate improvements in the rate of employee satisfaction, and engagement leading to low turnover rates. In contrast, an increased rate of short-term absences and turnover may indicate the need for consideration and implementation of more well-being initiative.

Reference

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