All people professionals have a role to play in supporting the wellbeing of themselves and others, and you will see standards on wellbeing integrated into the Core knowledge areas and Core behaviours of the Profession Map. However, some people professionals take a lead role in wellbeing in their organisation, so this area is for those specialists who lead, manage and deliver wellbeing strategy.

Fostering employee wellbeing is good for people and the organisation. It can prevent stress, and help create positive working environments that can enable employee engagement and organisational performance. As a people professional who leads on or supports wellbeing, you’ll need to understand the things in your organisation that impact the wellbeing of the workforce. This includes the more basic elements of the organisation (such as relationships and the working environment) but also the wider organisation system, such as culture, resources, the organisation’s approach to EDI, and the way work is designed.

Creating a holistic wellbeing strategy and offering is important in meeting the needs of your whole workforce and enabling them to be at their best, and as people professionals, you’ll need to be working with and using subject matter experts to support this (such as occupational health, the OD team, health and safety etc). Using data to measure the impact of the strategy is also critical, as it will drive further more investment into wellbeing, and give further insight into how to balance the value of wellbeing with business needs.

Wellbeing standards

Each standard progresses through four levels of impact. Which level do you most embody in your day-to-day work?

Foundation level Associate level Chartered Member level Chartered Fellow level
At this level you'll understand: At this level you'll understand: At this level you'll understand: At this level you'll understand:
Wellbeing essentials Your organisation’s approach to wellbeing, and the difference that wellbeing essentials can make to its success (eg working environment, relationships with others, psychological safety) The impact that wellbeing essentials can have on individuals and organisations How to demonstrate the impact of getting wellbeing essentials right or wrong (eg absence, ill health, talent attraction and retention data, employee feedback) The organisation impact of getting the essentials right or wrong, and how this affects the workforce
Wellbeing offering What your organisation’s wellbeing offer is, and the importance of preventative and reactive approaches (eg resources, therapy, early intervention) How to identify the right wellbeing solutions How to create an offering that covers a wide range of wellbeing needs (eg physical, mental, financial, collective) How to create a holistic wellbeing strategy which enables people to be their best at work and beyond
Organisation design Organisation factors that can impact wellbeing (eg line managers, policies, processes, culture) How elements of an organisation’s system can impact wellbeing (eg job design, resources, culture, policies, management approaches) How to change elements of an organisation’s system to positively impact wellbeing (eg organisation and work design, culture) How to design organisation models, work and culture to positively impact workforce wellbeing
Wellbeing and EDI The importance of equality, diversity and inclusion (EDI) How inclusive workplaces can enable good wellbeing The interdependences between EDI and wellbeing, and how to leverage EDI approaches to improve wellbeing How to drive a wellbeing culture built on good EDI practice and inclusive approaches
Wellbeing benefits The benefits of your organisation’s approach to wellbeing The individual and organisation benefits of investing in wellbeing How to balance the value and benefits of wellbeing (tangible and intangible) The societal impact of workforce wellbeing, and how to balance the value of wellbeing with business strategy
Wellbeing data What data and qualitative information are effective identifying and monitoring wellbeing trends How to identify and monitor wellbeing trends through data and qualitative information, and evaluate outcomes of wellbeing solutions How to use and interpret data and information to enable change which supports better wellbeing How to use wellbeing data and information to inform and continuously drive business strategy
Person-centred approaches The importance of compassion and empathy in taking person-centred approaches to wellbeing How to implement empathetic, person- centred and flexible approaches within people practices How to design person- centred, flexible and equitable approaches across a range of people practices How to create a culture of empathy and respect around workforce wellbeing
Working with experts The role of different teams in supporting wellbeing (eg occupational health, line managers, HRBPs) When to involve different subject matter experts (eg occupational health, line managers, OD, health and safety) How to collaborate with internal and external subject matter experts (eg occupational health, line managers, OD, health and safety) How to align wellbeing and business strategy to secure ongoing commitment to and investment in wellbeing
Wellbeing capability The role of your team in supporting and educating others on wellbeing How to educate and support managers to deal with wellbeing issues in a supportive and flexible way (eg recommending resources, peer support) How to build capability and confidence in leaders and managers to deal with wellbeing issues in an empathetic and flexible way How to shape the people strategy to build wellbeing understanding and capability at all levels

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