Tools for managing wellbeing at work

Work rolls on and cooperation works

Managing wellbeing at work is first of all reflected in the fact that the work is adequately resourced and the working hours are suitable so that I can do my job within normal working hours. I know from good workplace processes that we invest in running our work smoothly and constantly improve our working practices together.

We do well when our work flows smoothly, when we get things done on time and to a high standard, and when we don't feel rushed. We also avoid unnecessary disputes when we don't have to argue about who should do what and when.

I also recognize wellbeing management in the way we work together with our team leader and colleagues, and how we are able to communicate in our daily work. I like going to work, I am enthusiastic about my job and my working days start in a pleasant atmosphere.

I can be sure that I can do my work in peace and I can get support from my supervisor and my work community when I need it. Developing a culture of cooperation in the workplace is therefore an important part of managing wellbeing at work. This can include developing principles such as teamwork and shared feedback, as well as open discussion about workplace values, job objectives and rewards.

Professional skills are on a good level and you keep on developing

Up-to-date professional skills are one of the most important factors supporting wellbeing at work.

Competences increase the sense of empowerment, job control and motivation at work. Organizations engage their staff by ensuring their professional growth. In the workplace, we easily fall into the trap of piling tasks on people who have been doing certain jobs for a long time. We know that they will do the job. In such situations, both those who are under pressure and those who would like to expand their skills are left behind.

Managing wellbeing at work means looking after the skills of the whole work community, sharing expertise and creating common learning models.

Wellbeing at work belongs to everyone

Senior management is responsible for the wellbeing and health and safety of frontline staff and staff. What does that mean in practice?

It means that management sets health and safety objectives and ensures that risks and hazards are assessed. Management is also responsible for ensuring that occupational health and safety is organized in accordance with the law, that there is sufficient occupational health and safety competence in the workplace and that frontline workers are trained to carry out occupational health and safety work in the workplace.

Top management ensures that the various programmes and models required by law are in place in the workplace and monitors compliance. Such programmes and models include the health and safety programme, early support model, substance abuse programme, equality and equity plans and workplace development plan.

However, promoting wellbeing at work is a matter for all of us, and we all have a responsibility for our own wellbeing and that of our colleagues.

Staff's responsibility for wellbeing at work consists of taking responsibility for their own work objectives and tasks, as well as for good cooperation and the development of activities. Frontline staff play an important role in ensuring that the objectives of wellbeing and health and safety at work are achieved in accordance with the agreed policies and principles of the work communities.

The Greenstep Academy provides practical training for frontline staff on how to implement day-to-day well-being at work and how to involve staff in development work. This work supports the wellbeing and well-being of the staff in a variety of ways.