Quelles sont les pratiques exemplaires pour la conception et la mise en œuvre de programmes de mieux-être et de santé mentale des employés?

Best practices for designing and implementing employee wellness and mental health programs involve several key steps. Start by conducting a needs assessment to understand the specific challenges and preferences of employees. Develop a comprehensive program that addresses physical, emotional, and social well-being, offering a range of resources and activities such as fitness classes, counseling services, stress management workshops, and peer support groups. Ensure leadership support and involvement to foster a culture of well-being. Regularly evaluate the effectiveness of the program through employee feedback and outcome metrics, adjusting strategies as needed to meet evolving needs and priorities.

The first step to designing and implementing employee wellness and mental health programs is to understand that making a real difference involves a fundamental shift in the way we approach employee mental health. Organisastions have traditionally focused on improving the individual through interventions such as fitness classes, stress management workshops, and mindfulness trainings. Whilst these can temporarily improve things, research has shown that they are largely ineffective in improving employee mental health. Instead, more system and organisational level interventions i.e. addressing workload, behavioural toxicity and poor change and leadership practices should be a priority when designing and implementing programs.

To design good wellness and mental health programs, start by finding out what employees need and make support easy to access. For example, a company could have weekly meditation classes and allow employees to take mental health days to help them relax and feel better.

To impact workplace wellness and mental health, consider these steps: 1. Build Trust through Confidentiality: trust is vital. Confidentiality encourages open, honest feedback, essential for genuine engagement and understanding employee well-being. 2. Ensure Inclusivity: design surveys to cover mental and physical health, capturing a holistic view of well-being and highlighting improvement areas. 3. Optimize for Accessibility: make surveys simple and convenient, using clear language to boost response rates and data reliability. 4. Gather Actionable Insights: collect specific data to guide leaders in making informed decisions, reducing burnout, and building a resilient workforce.

When we are talking about wellbeing, measuring is not as important as with other kind of programs, as it is something very personal, private and measuring too much can backfire and reduce effectivity. Everybody needs wellbeing. And it should be approached as a preventative programmre. For all.

Defining the objectives and outcomes you want to achieve with your employee wellness and mental health program is critical to the success of your program. In my experience, one objective to address first is lowering employee stress. When employee stress levels are low, employees are more likely to see increases in productivity, satisfaction, and reduced absenteeism.

It is important to undesrtant that there is many misinformation when it comes to wellbeing. There are 8 dimensions of wellbeing therefore to increase the levels of wellbeing, prevent ill-being and misery, the programs should encompass the 8, should be holistic, which most are not. It is more important to include the 8 and allow people to improve a bit of each, rather than overfocus in one, or too, as many programs are fragmented: Mental wellbeing Emocional wellbeing Physical wellbeing Purpose wellbeing Social wellbeing World wellbeing Work wellbeing Financial wellbeing All of them must be include for all!

Involving your people in the identification of work factors compromising employee wellbeing, as well as during the designing phase of the intervention is key to encourage buy-in at scale as well as ensuring that they are fit for purpose.

It is very important for the success of the program and the organizational health, and the individual health, not to be too intrusive. Monitoring must not break confidentiality and jeopardise the trust. We must monitor usage, trends, and create indicators correlating for instance improvements in wellbeing correlated to better results in an area or in another of the business.

Es igual de importante o más el evaluar el programa que se ha implementado en la organización que su propia implantación, para que podamos ver si está funcionando o si por el contrario hay que modificar el rumbo y buscar otras opciones. Estos programas son elementos "vivos" que requieren de un seguimiento y evaluación periódica, dado que al trabajar con personas no podemos caer en el error de que un mismo recursos puede servir para todos, quizá es bueno tener una batería de medidas/alternativas por si hay que ir introduciéndolas en función de los resultados que se vayan obteniendo.

When designing and implementing wellness and mental health programs, remember to consider the diverse needs of your workforce. Tailoring programs to accommodate different cultural backgrounds, ages, and job roles can significantly enhance their effectiveness. Also, make sure that your leaders are visibly supportive and engaged, as their participation can greatly influence the program's acceptance and success. From my own experience, involving employees in the creation and refinement of these programs doesn't only improve their relevance and appeal, but it also increases overall engagement and participation rates, leading to better health outcomes and job satisfaction across the board.