ECJ EUROPEAN Cleaning Journal

UK correspondent Lynn Webster explains why workforce wellbeing is so vital for every business.

Employee wellbeing is becoming a focal point for many; and this includes the cleaning industry where businesses are engaged in activities internally and also whilst engaging with and supporting client projects.

Social media streams have been covering some great stories featuring companies’ direct and indirect support of their employees’ wellbeing. From highlights of small teams of employees taking on environmental projects such as river/canal cleaning; tree planting outings and charity garden designs to the investment in social opportunities for employees and their families in ‘get-togethers’. Further examples cover greater corporate commitment and collaboration with local communities.

So, why is this happening? The fostering of wellbeing for employees is being embedded into many business strategies. It is this good practice that encourages people and subsequently the organisation to thrive. Proven to relieve and help prevent stress, create positive working environments and delivering higher morale - which in turn demonstrates increased productivity, so when staff are motivated, wellbeing becomes a valuable investment.

Wellness can focus on individual, emotional, physical and social wellbeing which particularly encompasses mental health. This, when integrated into workplace wellbeing plans, can generate a positive culture, identify closely with corporate priorities, and when further linked to benefits provides the measures in place for a positive work-life balance for everyone.

Being happy at work provides people with a sense of purpose and value. Forbes published the results from one study that revealed happy employees are as much as 20 per cent more productive in the workplace than unhappy ones.

Inevitably there is not one single solution. A wellbeing strategy is not just a policy statement to be posted on the wall or as principles featuring in a glossy proposal or business bid. It is based on the true characteristics of the business and their employees, and reaches out far more than just demonstrating a set of initiatives.

It should feature headings such as health (mental, physical, and safety); work (environment, management and reward); values (ethics, inclusion and diversity); people (development, learning and emotions and counselling); lifestyle choices and financial impacts - with examples of support and advice.

Recent personal experience with a client provided some very real examples of the impact of such a strategy across their business. They have embarked on their wellbeing journey striving to embrace their whole ‘We Care’ philosophy considering a process that adopts the Fitwel model which aims to provide “a healthier future where all buildings and communities are enhanced to strengthen health and wellbeing”.

They have engaged with clients in a vision of building health alongside putting their people’s wellbeing first to “provide them with the means, opportunity and skill to improve their lives and the lives of their families”. Certainly, a powerful view to take forward.

As a people-driven sector we are in an ideal position to promote this agenda - with the confidence we are capable of supporting the wellbeing of others.