During my professional journey in clinical practice and psychological research, I have created mental health education initiatives and a Wellbeing Framework specifically designed for achieving success in the workplace. This framework focuses on three essential elements: a psychological sense of control, adaptability, and social integration. Its objective is to promote the thriving of each employee by providing them with the necessary tools to effectively handle both work-related and personal difficulties.
Wellbeing goes beyond simply not being ill; it encompasses a dynamic condition of health and energy that is shaped by thoughts, emotions, sensations, behaviors, and environmental factors. Genuine wellbeing in employees leads to a sense of social connection, purpose, and optimal performance.
The Science of Wellbeing and Professional Success
Research consistently shows a strong link between wellbeing and productivity. A positive state of wellbeing enhances performance, and professional success, in turn, boosts overall wellbeing. This reciprocal relationship underscores the importance of integrating wellbeing into workplace culture. Adopting a wellbeing framework is not only strategic but also aligns with growing research linking employee wellbeing to organizational success.
Key benefits of a Wellbeing Framework include:
Enhanced Employee Engagement: Wellbeing frameworks that foster a sense of belonging, purpose, and connection significantly boost employee engagement. According to Gallup, highly engaged employees are 21% more productive and have 41% lower absenteeism rates.
Reduced Turnover and Increased Retention: Organizations prioritizing employee wellbeing see lower turnover rates. Research in the Journal of Occupational Health Psychology indicates that when employees feel supported and valued, job satisfaction increases, reducing turnover intentions.
Organizational Resilience and Adaptability: A wellbeing framework contributes to organizational resilience. A study in Frontiers in Psychology found that organizations supporting employee wellbeing are better equipped to handle disruptions and adapt to changes.
Financial Performance: The World Health Organization (WHO) estimates that for every $1 invested in employee mental health, there is a $4 return in improved health and productivity.
The Wellbeing Framework: Four Essential Domains
My Wellbeing Framework is based on a culture of care and reflects values such as inclusivity, respect, and compassion. It consists of four key domains and is integrated into a social structure. Picture this structure as a network where you, as an individual, and the social environments like family, peers, and community, interact and impact each other constantly. The four domains include:
Psychological
Social
Emotional
Physical
A key element of this framework is fostering a sense of belonging, ensuring employees feel valued and connected within their work environment.
Pathways to Wellbeing
Enhancing workplace wellbeing requires the cultivation of soft skills, such as personal attributes, interpersonal abilities, and social skills. These skills facilitate effective and harmonious interactions among individuals, in contrast to hard skills, which are technical and job-specific, focusing on interpersonal relationships and behavior management.
Self-Awareness: The ability to recognize and understand one's own emotions, thoughts, and behaviours. A study in the Journal of Organizational Behavior shows that self-aware employees experience higher job satisfaction, leading to improved wellbeing.
Self-Regulation: The ability to manage energy, emotions, and behaviours effectively. Research in Personality and Individual Differences indicates that employees with strong emotional regulation skills experience less stress and greater job satisfaction.
Mental Agility: The ability to adapt and respond flexibly to challenges. According to the Journal of Positive Psychology, employees with high mental agility are more resilient, leading to greater overall wellbeing.
Social Connection: The experience of feeling close, valued, and cared for, which is crucial for developing positive relationships. The Journal of Vocational Behavior highlights that strong social connections at work enhance job satisfaction and overall wellbeing.
Conclusion
Introducing a wellbeing framework that fosters the enhancement and cultivation of soft skills is more than just a corporate social responsibility initiative; it is a strategic necessity supported by scientific research. Soft skills such as adaptability, emotional intelligence, and problem-solving are essential for managing uncertainty and overcoming new obstacles, and they can be honed. Through consistent practice, these skills can enhance both personal wellness and career achievements.
If you want to know more about individual sessions or group therapy for enhancing these skills, please don't hesitate to reach out.
References
Baker, W., & Dutton, J. E. (2007). Enabling positive social capital in organizations. Journal of Vocational Behavior, 70(2), 311-325.
Dutton, J. E., & Heaphy, E. D. (2003). The power of high-quality connections at work. Research in Organizational Behavior, 25, 263-297.
Ford, M. T., & Tetrick, L. E. (2011). Relations among occupational hazards, attitudes, and safety performance. Journal of Occupational Health Psychology, 16(1), 48.
Gallup. (2020). Employee engagement on the rise in the U.S. Gallup News. Retrieved from https://www.gallup.com.
Gross, J. J., & John, O. P. (2003). Individual differences in two emotion regulation processes: Implications for affect, relationships, and well-being. Personality and Individual Differences, 85, 348-362.
Halbesleben, J. R., & Wheeler, A. R. (2008). The relative roles of engagement and embeddedness in predicting job performance and intention to leave. Work & Stress, 22(3), 242-256.
Harter, J. K., Schmidt, F. L., & Keyes, C. L. (2002). Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies. In Flourishing: Positive psychology and the life well-lived (Vol. 2, pp. 205-224).
Luthans, F., & Youssef, C. M. (2007). Emerging positive organizational behavior. Journal of Positive Psychology, 2(3), 205-215.
Newman, A., & Houghton, J. D. (2011). Psychological resilience: A review and critique of definitions, concepts, and theory. Frontiers in Psychology, 3, 1-12.
Reivich, K. J., Seligman, M. E., & McBride, S. (2011). Master resilience training in the U.S. Army. American Psychologist, 66(1), 25.
Sutton, A. (2016). Measuring the effects of self-awareness: Construction of the Self-Awareness Outcomes Questionnaire. Journal of Organizational Behavior, 37(6), 793-810.
World Health Organization. (2019). Mental health in the workplace. Retrieved from https://www.who.int/mental_health/in_the_workplace/en/
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