As an ethical & caring employer, the physical or mental well-being of your team matters to you. Grounded in neurobiology, the NeuroSmart® Employee Safety & Well-Being Assessment provides valuable insights into perceptions of personal employee safety, physically & psychologically. Expect strong links with organisational & personal behaviour, performance, retention, reputation & culture, along with personal illness & mortality.
A neural system designed with survival as the top priority ensures that fear is by far the most powerful influence on emotions, attention, behaviour & action. As well as the moral & legal obligation of providing a workplace free from threats, feelings of safety are essential in downregulating disruptive FFF responses & allowing the hippocampus & PFC to coordinate the behavioural management, concentration & critical thinking needed for people to do their best work. Anything less is compromised, unsustainable & unhealthy.
Confidence is associated with all aspects of employee engagement & work outcomes, as well as health & well-being. Confidence is influenced by genetics, psychological disposition, life experiences & present-moment contexts. Confidence arises from how 2 major motivational systems (mesolimbic dopamine pathway & valuation network) bias threat & reward valuation to prompt responses aimed at gaining a reward or avoiding a loss leading to positive, productive & healthy “can-do” behaviours, or negative, avoidant & distressed ones. A workplace that is safe, inclusive & rewarding is more likely to be dominated by healthy, positive responses.
The nature of many roles, through structure, working hours or the stress that people take with them outside of work hours, can have a significant impact on an individual’s ability to enjoy a balanced lifestyle. While it is unrealistic for an employer to assume total responsibility for the lifestyle an employee chooses to live, there is a moral responsibility to provide opportunities for lifestyles that support physical & mental wellness. Healthy lifestyles also enable superior productivity, self-management & culture.
Employee health has an obvious impact on attendance, injury risk & performance. Health also affects the energy available to brain & body for sustained effort & concentration, resilience, behavioural management & effort. Simply, where oxygen & nutrients are limited or out of balance, or basic biological necessities (e.g. the need to hydrate, sleep or access alternative mental stimulation) take precedence over higher-order brain function, individuals are simply incapable of achieving or sustaining effort or cognitive potential. Whilst this area can be partially outside of an employer’s control, the workplace can be a positive influence on how employees view & engage with their own physical & mental health.
The impact of well-being on mind & body is highly influential on performance, fulfilment & sustainability for every employee. As both an influencer of need fulfilment & engagement & a beneficiary of it, wellness recognises the link between the physical & psychological. As such, overall well-being, in mind and body, alone & socially, is an important measure of the current potential of any employee in comparison to their absolute level of potential in every respect. Overlooked for too long, employee well-being is essential for both personal health & organisational performance. Employee well-being isn’t simply a trendy nicety – it’s essential for sustainable performance for every employer.
Employee safety & well-being fluctuate, especially in times of change or uncertainty. A hard thing for managers is that the things that cause concern for employees may not be obvious – for example, changes in work groups, tasks or process can seem fairly straightforward, but some employees will find changes distressing due to threats or losses in relationships, confidence, feelings of competence, self-esteem or social place. They may not speak up about these feelings as they may not understand them or have the words or confidence to express them – this would be quite normal. To find out, employers need to be proactive, & that means asking – perhaps yearly, but more often when uncertainty or some other cause of upset is in the air. View here.