5OS07 Well-being at work

5OS07 Well-being at work

This unit provides significant knowledge of the professional development courses that emphasise enhancing the environment of the workplace to support the mental, emotional and physical health of employees. Unit 5OS07, Well-being at Work deals with the significance of prosperity as a difficult factor in the satisfaction and success of the organisation and the productivity of the employees. It also assists the employees in exploring the various well-being dimensions that increase the balance of work-life stress management and general in an exclusive and supported culture of the workplace. It also explores the versatile well-being dimensions that include the balance of work life, stress management and generation of an inclusive and supported culture of the workplace.

This unit starts with an examination of the theoretical foundation of the well-being of the workplace that provides participants with a robust recognition of the frameworks and concepts which are under the umbrella of useful strategies of well-being. The participants will acquire related to the significant drivers of well-being such as organisation culture job design and leadership practice in the physical environment of work. With the help of real-world examples and case studies, this unit illustrates the way through which organisations can successfully implement the initiative software which addresses these drivers and meets the versatile requirements of their workforce.

The integral focus of the unit 5OS07 is on the concept of well-being with practical application. The participants what the training to assess the recent will be stated in the organisation utilising various methods and tools such as observation techniques, interviews and surveys. They also identify the improvement areas and generate the designed programs of well-being which include initiatives like the arrangement of flexible working, services of mental health support, and programmes of wellness and employee engagement activities. This unit also focuses on the leadership role in providing a well-being culture which highlighted the significance of the leaders who model healthy attributes and actively promotion of the practices of well-being. At the end of this unit, participants must be able to implement designing and sustaining the comprehensive program of well-being that increases the health and contribution of employees to an optimistic climate of the organisation.

Unit aims

The prime aim of Unit 5os07 well-being at work is comprised of the versatile goals which are set to aid the learners:

• To equip the participants with the strategies and knowledge to generate a supportive environment of work that gives priority to the mental, emotional and physical well-being leading to increased satisfaction and productivity of employees.
• To train the participants for developing implementing and designing an effective initiative of well-being and program designed to the particular requirements of the organisation certified the comprehensive approach to employee wellbeing and health.
• To encourage the development of the culture of the workplace which promotes and values well-being at all levels and empowers the leaders to advocate and integrate the practices of well-being into the daily operations of the organisation.

Learning outcomes

The learning outcomes of unit 5os07 well-being at work are demonstrated with the incredible insight into the employee`s healthcare and well-being:

LO1: Recognise well-being and its significance to the workplace.

LO2: Recognise the way through which well-being is designed by the external and internal context of the organisation.

LO3: Potential to generate a program of well-being.

Assessment criteria

The Unit 5os07 well-being at work assessment criteria focuses on the learning outcomes such as:

LO1: Recognise well-being and its significance to the workplace.

1.1 Identify the key theories and issues in well-being at the workplace.

• (Contemporary issues that and close to the changing nature of workplaces workers and work.
• Presentism, change, Shift work, workload, demands of the job
• Theories in terms of well-being such as optimistic psychology, psychological contract, burnout, balance of work life and individual factor
• For example mental health condition prevalence increase, stress, Responsibilities care and concerns of finance
• Work at home or remote working)

1.2 Elaborate with which well-being may be managed to support the goals of the organisation.

• (Definition of well-being and its understanding by others and CIPD
• Significance of well-being on the People Professionals Agenda
• Wellbeing Management
• Absence management
• Occupational health
• Assistant of employee programs and procedures in terms of individual case management
• The way through which well-being management may support the goals of the organisation)

1.3 Evaluate the value of adopting the practices of well-being in the organisation.

• (Stress Prevention
• Generating optimistic environments
• Driving motivation and high-performance
• Employee engagement, retention and productivity
• Ultimate making the workforce a more cooperative, attractive, responsible place to work
• Friction reduction
• Confrontation and conflict
• Straightening the contract of psychology
• Strategic significance for broader sustainability and health of the organisation)

LO2: Recognise the way through which well-being is designed by the external and internal context of the organisation.

2.1 Analyse the way in which key stakeholders contribute to improving the well-being of the workplace.

• (Successful implementation relies on the commitments and responsibilities of stakeholder
• For example function of people practice, senior leaders and line managers
• For example Line manager training in responding and recognising to issues such as mental ill Health Management, conflict resolution, and well-being promotion)

2.2 Describe the way through which the well-being interaction takes place with other domains of the people management practice.

• (Integration recognition with all domains of the activities of people management
• Review with other domains of the people`s practice
• For example health and safety, job design, reward, diversity, development and learning, and engagement)

2.3 Identify the way in which the context of an organisation shapes wellbeing

• (Recognition of versatile approaches suitable in the various contexts and the well-being role not being stand-alone with the initiative but Completely integrated
• For instance South Liverpool homes case of 2016
• Approaches of well-being connected to the corporate requirements and strategy of workers
• Organisation size
• Workforce composition
• Sector
• etc)

LO3: Potential to generate a program of well-being.

3.1 Elaborate the initiative of being in terms of the requirements of an organisation.

• (The initiative such as permission from health and facilities
• Insurance or checking of health
• Benefits of the being
• For example work scheme cycles, flexible hours, toolkits, etc)

3.2 Design a program of being in terms of organisation.

• (Define and identify the domains of well-being for attention
• Identification of the intended perks to be increased
• With which it can be measured (criteria of success)
• Identification of boundaries and constraints which may influence the designs
• Considerations the things including the contribution of stakeholders, resource requirements, time frames, costs, and determination of appropriate dissemination format)

3.3 Elaborate the way through which you can implement the program of well-being appropriate for the organisation.

• Understanding that it is not the case of single size fits all however required to appreciate the characteristics of the organisation and workforce
• For example small film, MNC
• Research
• Change management
• Consultancy skills
• Time management
• Project leading
• Increasing support from the senior manager
• Characteristics of the useful plan of implementation)

3.4 Elaborate the way through which the program of well-being may be monitored and evaluated.

• (Leading evaluation to more outcomes with a successful organisation
• For example, ongoing measuring and improvement of well-being on a regular basis quantitatively and qualitatively with a long-term view and regarding the staff anonymity to certify a reliable outcome
• It includes the assessment of well-being outcomes quality,
• Survey of staff for wellbeing
• Interviews, focus groups, benchmarking and survey engagement
• Major outcomes metrics for instance absence lengths and rates, injuries at the workplace, complaints data and requests at a particular treatment, EAP takeup, turnover staff, productivity and performance)

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