According to latest research, mental illness costs organisations billions of pounds each year in lost productivity and insurance claims. Well-being is becoming a core aspect of organisational performance, with a significant impact on both organisational interactions and revenues.
Organisational health relies on several factors, such as fair practice, ethical sensitivity and the management of diversity. Implementing a well-being culture starts with reliable internal policies, which should enable rewarding personnel strategies.
Today’s leaders tend to be focused more closely on performance, and to a lesser extent on the human aspects of work. As a result, vulnerable employees benefit less from support that is available to them, yet may suffer in silence because of the need to create a good impression.
A recent meta-analysis showed that job strain and high effort, combined with low reward and organisational injustice, are risk factors for coronary heart disease and mental distress. Under the same conditions, a range of psychological factors such as the type A personality, emotional sensitivity, physiological reactivity or maladaptive coping skills, may lead to increased mortality and morbidity, a higher number of stressful experiences, and lower well-being.
This intervention is aimed at organisations that see mental balance as a driver for performance in the workplace. It includes cognitive, behavioural and organisational techniques that can be delivered for both teams and managers.
- To promote a state of well-being and general satisfaction
- To increase individual commitment for team performance.
- To prevent both physical and mental disease
- To reduce associated health-care costs