7CO04 Business Research In People Practice
7CO04
Professors’ name
School
City, state
Date
Assignment
Learning Outcome 1 Be able to plan a people practice business research project aimed at adding organisational value.
Employee wellbeing plays a crucial role in fostering a productive and engaged workforce (CIPD, 2024). Businesses that suffer from high absenteeism rates can experience business disruptions, increase in expenses, and lower morale among employees. In a very stressful environment of doing business, the absenteeism at Vertex Solutions, has risen tremendously due to reasons such as stress, work life balance, lack of wellbeing initiatives (Vertex Solutions Group, 2024). It is important to address this issue to enhance workforce efficiency and thereby establish better organizational performance.
Being a Human Resource (HR) professional, I mainly formulate and implement strategic people practice interventions that would result in increase in employee engagement, performance and retention. This report explores how wellbeing policies enhance efficiency and reduce absences at Vertex Solutions by providing effective recommendations to support employee wellbeing.
The aim of this paper is to examine the effect of wellbeing strategies on employee absenteeism and providing recommendations that can reduce absenteeism and performance at Vertex Solutions (Morris, 2020). In this study, an evidence-based approach is followed based on which data and research is used to arrive at HR decisions. The findings will ultimately allow the organization to make proper implementation of wellbeing policies that will increase employee satisfaction, reduce absenteeism and ensure business success.
Terms of Reference
Research Aim
This paper aims to analyse the relationship between wellbeing policies and absenteeism rates at Vertex Solutions and develop strategic recommendations for the implementation of effective wellbeing policies.
Research Scope
In this study, the correlation between absenteeism and wellbeing policies will be explored among the workforce of Vertex Solutions. It will evaluate the best practices from similar organizations and fill gaps in the existing policies. For the research, we will collect and analyse from employees and from HR records, in order to have an overall picture of the interval when absenteeism creates or disrupts the employees’ daily work patterns.
Resources and Timeframes
However, it will be necessary to have the access to HR reports, employee survey responses and industry benchmarking data and academic literature on wellbeing policies. It will take four weeks before collecting data, two weeks for analysis and compilation of report. The appendix will include a GANTT chart that details important milestones and deadlines to be met within the study’s timeframe.
Literature Review
Theoretical Framework of Job Demands-Resources (JD-R) Model
According to the Job Demands-resources (JD-R) model, the JD-R model can explain the relationship between work place wellbeing policies and absenteeism (Tummers and Bakker, 2021). The model suggests that burnout and absenteeism can be generated by excessive workload, high pressure, and emotional stress can be overcome if job resources including support systems, wellbeing programs, work life balance initiatives) are present. On the contrary if job demands, excessive workload, high pressure, emotional stress are greater than jobs resources, the difference will be in the showing up factor which means absenteeism (Bakker and de Vries, 2021). Policies related to wellbeing are researched to act as job resources to reduce employee stress and absenteeism through making the work environment supportive (Akerstrom et al., 2021). While the JD-R model has a promising potential, a limitation is it is quite broad and could lead it to missing out the nuanced nature of the industry and differences among employees.
The Impact of Wellbeing Policies on Absenteeism
Continually, research emphasizes that workplace wellbeing initiative reduces absenteeism. Wu et al. (2021) in a study noted that organizations with integrated wellbeing strategy including mental health support, flexible work arrangements and stress management programs had low absenteeism rates and increased productivity. Chang (2024) pointed out that employees who think that their employer is interested in their wellbeing have higher job satisfaction and commitment which results in smaller number of sick leaves.
However, while wellbeing policies can help its employees to be more present. For example, according to Bogale and Debela (2024), without supporting organisational culture and leadership, even planned wellbeing programmes may be ineffective. Perceived stigma or fear of using wellbeing programs can make employees hesitant of utilizing it.
Limitations of Wellbeing Policies in Addressing Absenteeism
Although wellbeing policies can work, they are not a magic bullet against absenteeism. Studies by Sanchez-Gomez et al. (2021) indicate that absenteeism is affected by external factors, such as social and economic conditions, the condition of health, and job insecurity. Arevin et al. (2024) also showed that wellbeing programs improve employee engagement in the short-term, but their sustained implementation solely depends on continuous reinforcement and dovetailing with business objectives.
A second major drawback with implementing wellbeing initiatives, however, is the cost of doing so and keeping them up (Woliba, 2020). In small to mid-sized companies, like Vertex Solutions, these can be expensive to sustain hence the need to prioritise cost efficient to target therefore economical interventions for example mental health training awareness, adaptable work arrangements and Employee Assistance Programs (Le et al., 2021).
Best Practices and Strategic Considerations
In order to minimize the absenteeism leveraging on wellbeing, organizations should take such initiatives that are holistic and integrated. According to Lu et al. (2022), wellbeing should be embedded in an organisation’s culture rather than taking a separate initiative. Leadership training, creation of a positive work environment, and encouraging open communication are strategies that will potentially improve the effectiveness of wellbeing interventions (Mabona, Van Rooyen and Ten Ham-Baloyi, 2022).
Moreover, results from data driven approaches to wellbeing management are better than that. Organisations, for instance, suitably targeting their intervention based on HR analytics such as tracking trends in absenteeism and measuring impact of wellbeing policies, are able to use HR analytics for designing an effective intervention (Ravesangar and Narayanan, 2024). Nevertheless, a potential difficulty lies in ensuring that data collection is done with regards to employee privacy and ethical concerns.
Conclusion
The literature review reveals that wellbeing policies are an important way of tackling absenteeism and these must be adopted strategically, with support and using data. The JD-R model offers a helpful theoretical structure for elucidating how job resources can mitigate absenteeism; however, it is apparent that a number of factors influence absenteeism rates. Successful implementation necessitates leadership commitment, an inclusive organizational culture, and evaluation so as to sustain it in the long term. The research methodology is explained in the next section of this report to explore these findings with reference to Vertex Solutions.
Research Questions
- What are the effectiveness of Vertex Solution’s existing wellbeing policies and what strategic improvements can Vertex Solutions make to further improve their impact in reducing absenteeism?
The question of this research consolidates these key elements of the study, including the evaluation of the effectiveness of current policies as well as the potential for them to improve. The research integrates analysis of the current situation as well as of the potential future recommendations in order to offer a comprehensive, actionable framework for absenteeism reduction based on selected wellbeing initiatives.
Learning Outcome 2 Be able to justify the most appropriate research methods to collect data for the chosen project.
Introduction
The previous section explored the aims, terms of research, defined the research questions and provided a review of literature related to the study. The findings of the literature review pointed towards the benefits of wellbeing initiatives in research but also points to limitations including the cost, stigma or culture barriers. Long-term best practices emphasises for the need for leadership commitment, adoption of a data driven approach and integration to the organisations culture.
Primary and secondary data
Primary data can be defined as original information collected for the first time for a special purpose of research. These include surveys, interviews, focus groups and direct observations (Taherdoost, 2021). For example, primary data can entail conducting employee surveys at Vertex Solutions to find out its wellbeing policy effectiveness.
Secondary data is collected using existing information that is already available, sourced from various periodicals, wisdom repositories (Taherdoost, 2021). Some of the secondary data includes analysing government labour statistics or past HR reports related to absenteeism.
Primary data provides direct information but is time consuming and expensive whereas secondary data is cheaper but could have generalities about it that are not specific or pertinent to the current research problem.
Justification of research methods
The researcher uses a mixed method research approach, which combines both qualitative and quantitative, to get a clear understanding of the research topic (Ahmed, Pereira and Jane, 2024) Combining in depth insight with quantitative information collection, this method serves to collect numerical data with surveys and obtain qualitative information. In addition, the mixed method strategy also improved the data validity and reliability by subjecting the knowledge of the researcher with the knowledge of the participants (Wasti et al., 2022). Through combining these methods, the study eliminates the drawbacks pertaining to each approach separately, and provides a more complete analysis, and elaborate comprehension of the research question.
However, there are some challenges in integrating the findings of a mixed method approach, specifically, the qualitative and quantitative findings (Adu et al., 2022). Therefore, research questions are also clearly defined and are linked to the main objective of the study, which makes it possible to overcome this. Further, data’s reliability and quality are kept in check by constantly comparing and contrasting results of primary sources with those of the secondary ones (Olabode and Bakare, 2020)).
The primary data for this study is mainly questionnaires that are structured questionnaires to seek responses from participants through virtual platforms or through phone calls depending on accessibility (Taherdoost, 2021). The use of questionnaires allows for proper engagement of questions, thereby ensuring that the research questions are adequately covered.
Out of this, total 30 employees, line managers as well as HR administrators were selected from the organization. Amongst these, 23 were eligible to participate being made of 15 employees, 3 line managers, and 5 HR administrators. Due to the self-administration of the virtual questionnaires, participants could provide demographic details and insight into the details in employee wellbeing policies..
The questionnaires focused on an assessment of the current conditions of the wellbeing policies, their effect on an employee’s wellbeing and the role they play in absenteeism. Participants were also asked whether there was a significant correlation between poor wellbeing and absenteeism and whether there were any suggestions for the improvement of wellbeing policies.
The questionnaire-based interview was advantageous because it provided enough details using open-ended questions (Hansen and Świderska, 2023). They also allowed for tailored responses, allowing the collected data to be a relevant and deeper reflection of the conclusions. However, it was a time consuming process to administer complete questionnaires interviews and such interviews involved lot of planning and follow ups to obtain high response rate.
Document Analysis – Secondary Data
Document analysis is used to supplement primary data, the study uses secondary data – document analysis through which written, visual and audio materials are systematically reviewed and interpreted to extract insights that are relevant to the research question (Cheong et al., 2023). Secondary sources of data are peer reviewed journal articles, government reports and statistics, policy documents, reputable on line publications, organizational reports and human resource publications (Taherdoost, 2021). The study also receives theoretical and practical support from document analysis, which makes it possible to review absenteeism and identify effective wellbeing interventions.
However, despite a benefits, document analysis has several potential limitations dealing with authenticity and reliability. To minimize the risks as much as possible, the researcher checks the information against several sources, as well as leverages on materials that are both reputable and up to time so as to guarantee contextual accuracy (Adu et al., 2022). This approach ensure that the secondary data match with the research objectives, which is beneficial for study credibility.
Ethical principles underpinning the research
This research is fundamental in ethical considerations in ensuring credibility and integrity. Key principle of informed consent is that all participants must freely give and continue to give their consent to participate in the study after giving informed consent and before participating in the study and during study participation. They will let participants know that they can withdraw at anytime with no repercussions. Doing so ensures that people are autonomous and respect individual rights, which in itself promote trust and are willing to partner in the research process (Siegle, 2023).
Data protection and confidentiality will also be prioritised as a way to protect participants’ privacy and following ethical rules such as the General Data Protection Regulation (GDPR) (Data Protection Commission, 2022). None of the data collected will be retained or used without anonymizing it in a secure, and only for research purposes, which prevents wrongful access or use. In addition, the final research report will remove personally identifiable information (PII) to protect the identities of the respondents.
Additionally, the research will act in accordance with the principle of non-maleficence so as not to in any way psychologically, professionally or career wise harm participants. The research integrity will also be followed in the study so that data is collected and analyzed honestly, accurately, and transparently (Nguyen and Tuamsuk, 2024). At all times, the credibility of any secondary data sources will also be critically evaluated and duly cited to ensure that any use of such data will not be an act of plagiarism and misrepresentation. The research will hold high standards of professionalism and validity by adhering to these ethical principles.
Learning Outcome 3 Be able to analyse data to make decisions and provide business and people management insights.
Introduction
This section conducts the analysis to the collected data to get useful insights for business people management decisions. Both a secondary and primary data sources were used and the data was gathered through questionnaires and document analysis.
An analysis and presentation of the data collected from the primary research
Project costs
| Project Costs | |
| Costs | |
| Journals and software subscriptions | $50 |
| Payment for Questionnaire Interview software | $40 |
| Total Costs | $90 |
The research adopted mixed method approach combining qualitative and quantitative methods of research. 23 employees, 23 line managers and 23 HR administrators were explicitly targeted through getting primary data via self-administered virtual questionnaires. Wellbeing policies and their effect on absenteeism were explored using these questionnaires. The journal articles, government reports and organizational policies allowed for secondary data, as well as superlative cross-referencing and validation of findings.
A discussion of the research findings
The study involved 23 participants including 11 of the male gender and 12 of the female gender.
Does a wellbeing policy exist in your company?
15 respondents representing 65% of the total acknowledged the awareness of the organisations wellbeing program while five respondents representing 5% were unaware of its existence. On the other hand three respondents indicating 13% where uncertain about whether the program existed.
Nearly a majority (7) agreed that the present wellbeing policies are very ineffective, while 6 thought so. Four participants, however, did find the policies to be effective and five remained neutral on the subject. Vertex Solutions’ wellbeing initiatives were only found to be effective by one respondent agreed that they are effective.
| Wellbeing initiative available at Vertex Solutions’ Headquarters | Physical health challenges | Health and Wellnesses workshop |
| Respondents who believe the initiative is Ineffective | 16 | 13 |
| Respondents who believe the initiative is effective | 7 | 9 |
All the respondents observed that Vertex Solutions has initiated wellbeing initiatives, including physical health challenges, health and wellness workshops. However some respondents were of the view that these efforts failed to curb absenteeism. Moreover, 16 participants thought of the physical health challenges as ineffective and 13 of those considered the health and wellness workshops to be ineffective. Notably, none of the respondents considered these initiatives effective.
The researcher sought to understand employee suggestions on effective wellbeing initiatives that would reduce absenteeism. 52% of the respondents indicated that manager training on wellbeing should be prioritised. Consequently, 34.8% of the respondents indicated that Vertex Solutions should provide flexible working opportunities while 8.7% recommended physical health screening. Notably 4.3% suggested the organisation should prioritise provision of mental health support.
Discussion
According to the findings of this study, there is a direct correlation between ineffective well-being policies at Vertex Solutions and absenteeism. A large proportion of the respondents believed that the existing well-being initiatives of the company were not effective in reducing absenteeism. CIPD (2024) research also supports this, stating that, well-being strategies need to be tailored to employee needs, and have to link and underpin a certain organization’s broader business aims to contribute to tangible outcomes.
A major concern of managerial involvement in the wellbeing programs. Researchers from Myworkpay (2021) found that manager training on well-being would be the most important aspect of training in reducing absenteeism. Moreover, 34.8 per cent of employees also said they recommended flexible working opportunities, which align with studies that show that flexibility improves job satisfaction, and reduces stress-related absences (Zerhouni, 2022).
In addition, the research shows a lack of mental health support, with 4.3 per cent of employees believing it should be treated a priority. It implies either that existing resources are not known or that the mental health interventions are ineffective, consistent with the sentiments advanced by Shin-ichiro Kumagaya et al. (2025), that mental health should be promoted and accessible to users for engagement.
In addition, to create a holistic wellbeing approach, Vertex Solution should adopt a data driven approach and align policies with employee needs to enhance managerial involvement as well as focused health programs. This will result in a healthier workplace, lower absenteeism and strengthen organizational performance.
Learning Outcome 4 Be able to propose recommendations based on conclusions derived from the research and analysis.
A Conclusion
The study underscores the value of having a targeted and structured wellbeing intervention that helps to reduce absenteeism at Vertex Solutions. The findings shows that the physical health challenges and wellness workshops are widely believed ineffective. This also shows the need for serious changes in the future to deliver a bigger impact regarding employee wellbeing and business performance.
Leadership commitment is one of the key factors to improving wellbeing. This study demonstrates that managerial involvement is also critical in creating supportive work environment. Nearly half of the respondents expressed a desire for manager training on well-being to be a priority, which supports the contention that upper leaders must have the right tools and skills to help their staff well.
The study also points toward the need for interventions such as flexible working and uses this as the basis for 34.8% of respondents to state that they are very important. Researcher have associated flexible working arrangements with less stress, a better work—life balance, and finds a correlation between fewer absentee rates. Flexible work policies that are specific to the needs of employees will facilitate employees to manage their health while being productive.
An equally important intervention is monitoring wellbeing initiatives on an ongoing basis to see their lasting effect. Employees need to evaluate how effective their wellbeing program is, get employee feedback and benchmark themselves against industry norm. This will allow Vertex Solutions to be proactive in its strategies and adapting to and responding to new well-being challenges.
Overall, Vertex Solutions can greatly lower absenteeism by developing leadership commitment, training managers, implementing flexible work policies, and measuring well-being interventions on a regular basis. What’s more, this will take employee health and engagement into a proactive and evidence based approach that will contribute to overall business success.
Recommendations
Leadership Commitment
Leadership commitment is vital to encourage the development of a well being focused culture. Well-being strategies should be integrated into the company’s broader objectives, so they should be adopted at the senior executives and HR leadership levels (Cayrat and Boxall, 2023). The in charge of initiatives will be a Wellbeing Champion and wellbeing metrics be included in the leadership performance assessment to boost the accountability. Sustaining wellbeing programs should also enjoy a separate budget.
Senior management and HR. shall lead implementation. Within three months, the organization should produce a well-being policy, appoint a Well-being Champion and start measuring people’s well-being. In a year’s time, key indicators of wellbeing should be included in the leadership assessments. However, the estimated cost for training and programme setup range between £5,000 and £10,000 (CIPD, 2022). Deloitte (2021) research has shown that the stronger leadership commitment overall has the tendency to increase productivity and decrease absenteeism.
Manager Training
Employee wellbeing is heavily dependent on managers. People ought to train to spot stress, make nice suitable adjustments, and promote open communication. More healthy work environment, more morale, and less citizenship.HR will implement this with the help of the external consultants. It should be developed in a structured training program within six months. During the following 12 months all managers need to be trained. The ACAS (2022) estimates the costs of training sessions and materials for the managers, about £300 per manager. Research shows that by learning how to be well, workplace satisfaction improves and stress related absenteeism decreases (CIPD, 2022).
Provision of Flexible Working Interventions
They (flexible working arrangements) enable workers to manage where and when they work in order to balance work and life better, decreasing stress, and boosting engagement. To improve employee well-being, Vertex Solutions needs to implement hybrid working, compressed workweeks, and job sharing arrangement.
HR and operations together with IT will oversee the initiative an employee survey should be used to assess preferences within six months. Within the 12 months it should be a pilot program, and full rollout be based on feedback and so on. According to CIPD (2021), estimated cost is £10,000 including IT upgrades, and support for remote working. It was found in research that flexible work improves retention and lowers absenteeism (Deloitte, 2021).
Continuous Evaluation of Well-being Initiatives
Vertex Solutions should develop a Well-being Impact Assessment framework to ensure long-term success. This, includes regular employee surveys, annual review of absenteeism data and benchmark against industry practices. Continuous evaluation enables the company to improve well-being programs based on real-time data.
This process will be led by HR and data analytics teams, with external auditors’ support. An evaluation framework should be developed in the first six months. Ongoing adjustment should be based on findings, and the first assessment should occur in the first 12 months. Estimated costs are £7,000 per annum to include surveys and analytical tools. According to research, organizations that consistently rehash their well-being programs get retained advantages of enhanced engagement and lower absenteeism (CIPD, 2024).
Personal Reflections
Flexible working arrangements can help employees manage their work-life balance more effectively, reducing stress and improving overall well-being (Ridzuwan, Nik Mohd Fakhri and Anak Tenny, 2025). The learning from this was the importance of evidence-based practice when making HR decisions. The structured approach to research enabled me to collect and analyse both qualitative and quantitative data to make informed recommendations thus reinforcing the value of such an approach. Furthermore, I was able to better synthesize literature and compare to the findings of primary research to draw appropriate conclusions.
This research also contributes to discussions on workplace well-being by making the link between poor well-being programs and absenteeism. The results suggest ways in which organizations can make employee well-being better as well as more efficient. In particular, the study highlights the importance of leadership and managerial involvement by proposing a structured approach to integrate wellbeing initiatives into corporate strategy.
Notably, I recognise that there are some areas I should improve, first, while the research offered valuable insights, a larger sample size may have helped increase the reliability of the results. A longitudinal study, however, would be able to provide more information about the long-term effects of wellbeing interventions (Dunton et al., 2019). Furthermore, the cost-benefit analysis would help justify financially the recommended initiatives. Overall, I have grown to be a better analytical, research, and improved my writing skills. In the future, I want to refine my ability to balance theoretical insights with practical applications such that future reports achieve even greater impact in the business and HR strategies.
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