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Management Report Title ....help

Good afternoon, I have started to sit down and start my management report, I found the subject that not only I love and I know the HR community is grabbing with both hands but its a well needed focus area within my organisation.   As part of the bigger strategy I have taken a branch (rather large branch) to review, by reviewing the benefits of a health and wellbeing programme/framework similar to investors in people and how this can improve morale, health, wellbeing, attendance and retention.  The aim is to identify a business issue within our organisation, the issue being we have no wellbeing strategy as yet that's a bigger project under way as I type, so I developed the title so far:

What are the benefits of developing a health and wellbeing programme on the organisations overall performance?

I would welcome any opinions or suggestions?

thank you for your time Jayne :-)

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  • There are usually costs (although marginal) and time associated to the introduction of a wellbeing program.
    From experience working with Directors, the less money spent on the soft areas of the business the better and by presenting a report that reads 'What are the benefits...?' suggests it's a one sided argument and you've only looked into the positives. Ultimately leading to the conclusion that it should most likely be implemented before they have even read the report.
    In order to grab attention I'd perhaps try and present the report with more of a balanced title such as:
    Are there benefits for the business in the development of a health and well-being programme?

    This presents an open question to which the answer could be 'no', which I suspect (to those holding on to the purse strings) could be more of an engaging read? It would be awful to have your full report skim read after the work you put in to it.

    Feel free to ignore my thoughts on this but that was my initial reaction...
    Best of luck!
  • In reply to Freya Reynolds:

    Freya and Jayne

    Or, you could go with something like "the real costs of not developing a health and wellbeing programme" with a focus on the likely financial impact of continuing poor wellbeing on the business - providing a more compelling argument in your favour :-)
  • Just as a thought - you wrote - "The aim is to identify a business issue within our organisation, the issue being we have no wellbeing strategy " - sorry and not just pedantically that is not an issue.The "issue" might be you have high turnover, or high absence or an unhappy workforce or some other thing that is impacting your business. The absence (or presence) of a policy on wellbeing is not a business critical issue for any business unless its absence (or presence) is addressing a real and fundamental business issue.  

    HR can get a little obsessed (generally) with doing things because  they are "a good thing" in their own right or we understand instinctively that they will be a good thing so cant understand why everyone else doesn't get it. But they don't and starting with this mind-set tends to result in both an academically flawed approach but also  poor buy in from the organisation.

    It is also (as you suggest) open to being an incredibly wide field of research for a Management report. You risk having far too much ground to cover and as a result being perhaps more generic than specific.

    So I would suggest getting far more specific but also more focused on an operational issue that you actually have to address so maybe something along the lines of...

    "Which elements of a Wellbeing Policy would have the greatest impact on the Absence rates at X organisation

    For absence of course substitute whatever your real driver / problem is.

    Your Board is far more likely to buy into any recommendations if they are solving something that keps them awake at night rather than if you produce a paper of worthy but self evident goodness.

     

  • In reply to Freya Reynolds:

    Thank you Freya, sorry for the delay responding. Very much appreciated and I will take this on-board, great point.
  • In reply to Keith:

    Thank you Keith, this has given me much to think about and with some direction which being honest I was lacking.
    You are correct the absence levels were the trigger to this review, I complete many return to works and phased returns for employees and wondered why we could not be preventing the sickness in the first place as many could be avoided with a little focus in developing the right areas for potentially little cost to the organisation to set up.
  • In reply to Anna:

    thank you Anna, I'm over the moon with the suggestions. I am pleased I used the forum to help me.