Client: HR Leaders of a Multinational Corporation
The Challenge
An international corporation grappled with high absenteeism rates, low employee morale, and a growing perception of an unsupportive workplace. While HR had introduced fragmented well-being initiatives, they lacked coherence and alignment with broader organisational goals, leading to suboptimal outcomes.
The HR leadership engaged Richard Reid to design a holistic workplace well-being strategy to foster a healthy, supportive, high-performing work environment.
The Solution
Richard collaborated with HR leaders to create a comprehensive well-being framework, incorporating behavioural psychology principles to ensure broad adoption:
1. Well-Being Audit
Richard conducted a full review of the company’s well-being policies, identifying critical gaps and evaluating the effectiveness of existing programmes.
2. Stakeholder Consultation
Through interviews and surveys with employees across all levels, Richard uncovered key stress points and well-being concerns, ensuring a more employee-centric strategy.
3. Integrated Programme Design
A scalable well-being programme was introduced, combining mental health support, flexible working arrangements, and leadership well-being workshops. Clear metrics were defined to evaluate the programme’s success.
4. Leadership Training
Richard provided tailored training to managers, equipping them with the skills to support team members’ mental health and model workplace well-being behaviours.
The Outcome
The implementation of Richard’s programme delivered measurable improvements within nine months:
– Reduction in Absenteeism: Absenteeism rates dropped by 30%, reflecting improved employee health and motivation.
– Increased Employee Satisfaction: Employee surveys showed a 25% rise in perceived workplace support and morale.
– Sustained Leadership Buy-In: HR and management demonstrated long-term commitment, embedding well-being practices into the company’s daily operations.
