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Author: Sarah Silcox

US Consultant: Julie DiMauro


  • Many employers take action to improve the way in which work is organized to have a positive effect on employee well-being. See What Is "Workplace Health Promotion"?
  • The workforce is becoming older, more women are working and manufacturing jobs are in decline, so well-being initiatives are likely to be even more beneficial now and in the future. See Changing Demographics.
  • Poor employee well-being is linked to high levels of sickness absence and turnover, and poor performance, whereas good employee well-being is linked to reduced sickness absence and turnover, and high levels of productivity. See The Cost of Poor Employee Well-Being; The Return on Investment in Employee Well-Being.
  • Employers that want to invest in employee well-being should adopt a well-being strategy, so that they follow an organizational approach to well-being. See The Well-Being Strategy.
  • Employers that want to improve employee well-being should also adopt a well-being policy. This should set out the organization's commitment to employee well-being and the steps that the organization will take to improve well-being. See The Well-Being Policy.
  • Employee well-being is more likely to improve if employees of all levels of seniority are involved in developing and implementing the well-being program. See Roles and Responsibilities.
  • Organizations can take a range of steps to maximize participation in well-being initiatives and keep employees' interest alive after the initial launch of a well-being program. See Increasing Participation in Well-Being Initiatives.
  • Employers can help employees become more active. They should determine what employees are interested in doing and seek to engage all employees. See Raising Levels of Physical Activity.
  • Employers can help employees to eat more nutritional meals by supporting individuals and fostering a work environment that supports healthy eating. See Healthy Eating.
  • Employers can take a range of steps to help employees give up smoking. See Smoking Cessation.
  • Employers should support employees with an alcohol or drug problem. As long as the right measures are in place, they can undertake testing for alcohol and drugs. See Alcohol and Drugs.
  • Work can have a significant impact on people's mental well-being. Employers can help foster a mentally healthy workplace, for example by taking action to prevent and manage stress and training managers on mental well-being. See Mental Well-Being.
  • Employee assistance programs can promote well-being and identify where the employer needs to take action to improve well-being. See Employee Assistance Programs.
  • Employers should put in place measures that help prevent workplace violence and support employees after an incident has occurred. See Workplace Violence.
  • Bullying and harassment is likely to have a negative impact on employee well-being. Employers should foster a culture where bullying and harassment is unacceptable. See Bullying and Harassment.
  • Organizations that take steps to address stressful working conditions, encourage flexible working and help employee become more healthy and fit are likely to improve the lives and productivity of their employees. See Organizational Factors.
  • Reporting on the success of the well-being program can have reputational benefits for the organization. See Reporting on Well-Being.