"Make a positive difference to your organisation with an employee health and wellbeing strategy that delivers results"
We recognize that whilst health and wellbeing of your employees may be high on your agenda, you may want some extra help in devising, developing and evolving your employee wellbeing strategy.
WellPro evaluates employee wellbeing in the workplace and specializes in the humanitarian and public sectors. Assessing employee health risks and wellbeing, followed by tailored interventions can lead to cost effectiveness and resilience in organizations.
To discuss our project please contact:
Dr Liza Jachens, Psychology, Sociology and Counseling Department
Webster University, Geneva
Tel. 022-959-6073 email@example.com
What are the aims of the WELLPRO project?
Assess employees’ work stress, health & wellbeing.
Identify the psychosocial hazards (stressors) at work that are linked to ill health and low operational eﬀectiveness (i.e., high rates of absenteeism and presenteeism, low productivity).
Determine the moderating factors (e.g., age, gender, personality traits, self-esteem, mastery, and coping strategies of employees) that impact the relationship between work psychosocial hazards and health problems.
Examine current organizational resources that support employee health.
Develop tailored prevention and intervention programs for improving and maintaining employee health and wellbeing.
Why do a health risk and wellbeing assessment?
Work-related stress impacts physical and psychological health
Research and practice in occupational health has long recognized the far-reaching impact of prolonged work-related stress. Work-related stress is defined as the harmful physical and emotional response to job requirements when these do not match the capabilities and resources of employees (National Institute for Occupational Safety and Health, 1999). Studies consistently report a wide range of health risks associated with chronic stress at work, including poor physical health such as cardiovascular diseases (Waters & Ussery, 2007), poor mental health such as anxiety and depression (Hausser, Mojzisch, Niesel, & Schulz-Hardt, 2010), rising alcohol and drug misuse (Levi, 1996), and job dissatisfaction (Fox, Dwyer, & Ganster, 1993).
Worked-related stress is an economic burden
Poor mental health is forecast to be one of the top economic burdens for employers (Goetzel et al 2004). Cooper and Dewe (2008) stated that stress, depression and anxiety account for 46% of reported work-related illnesses in the UK. Research clearly shows that work-related stress and associated illnesses lead to increased absenteeism and staff turnover rates, decreased productivity and performance, early retirement and exclusion from the workforce (Sanderson & Andrews, 2006). In the EU, recent studies estimate that one in every three employees are severely affected by unmanaged stress at work (Ivanov, 2005) and the cost of work-related mental health problems is estimated to be 4% of the gross national product, amounting to €265 billion annually (Levi, 2002). In Switzerland between 1998 and 2007, the disability allowances for mental health problems doubled, and the financial cost related to stress issues has been estimated by the State Secretariat for Economic Affairs (SECO) at 4 billion francs.
Stressors that influence health can be identified and targeted
The examination of absenteeism, productivity and staff turnover only captures the visible manifestation of employee ill health. A more effective, promising approach is to identify and address the underlying, modifiable psychosocial hazards (stressful job demands and social/environmental contexts) prior to them negatively impacting health. The aim of a health risk and wellbeing assessment is to identify psychosocial hazards and establish associationsbetween these hazards and health outcomes. This assessment can then inform the design of tailored interventions. By identifying, assessing and controlling/reducing work-related stressors employees can become more productive, efficient, resilient and engaged