AC1.1 Critically evaluate the key theories and definitions that relate to well-being at work.
- Explore key theories like engagement, burnout, positive psychology, corporate culture, P-E fit, psychological contract, work-life balance, and stress theories.
- Consider the effective management of individual factors such as personality types, hardiness, resilience, and locus of control.
- Examine definitions of well-being highlighting physical, mental, and social aspects and their workplace interactions, referencing WHO and CIPD definitions.
AC1.2 Evaluate why well-being is important for employers and employees.
- Understand well-being's importance for individuals and organizations in relation to efficiency and productivity.
- Analyze the business case for well-being, including days lost to stress, mental health issues, work-life balance, and long-hours culture.
- Consider the well-being of all workers, including contractors, agency staff, and gig economy workers.
- Recognize how well-being leads to better morale, engagement, a healthier culture, and lower absence rates, promoting organizational health and sustainability.
AC1.3 Examine the responsibilities of organisations to engage with workplace well-being.
- Understand the legal duty of care and minimum requirements (HSE).
- Consider the impact of CSR and corporate reputation on recruitment, retention, and brand image.
- Reflect on business ethics, stakeholder interests, and competitive/strategic advantage related to well-being.
AC2.1 Examine the individual and group factors that impact on well-being at work.
- Consider factors such as stress, shift work, social support, sleep, change, workload, job demands, resources, job security, culture, control, commitment, work relationships, and bullying.
- Acknowledge the impact of external factors like care responsibilities and financial situations.
AC2.2 Critically evaluate how a lack of support for employee well-being may impact on organisational and employee outcomes at work.
- Analyze how a lack of well-being support impacts organizations and individuals through turnover, absenteeism, presenteeism, leave-ism, mental health issues, and reduced productivity (as highlighted in CIPD reports).
AC2.3 Evaluate the management of well-being and its integration with other areas of people management activity.
- Consider how people's practices and processes integrate well-being with areas like diversity and inclusion, organization design, development, culture, resourcing, L&D, reward, engagement, employer branding, and employment relations.
- Analyze the role of technology in promoting or undermining well-being.
AC2.4 Analyse well-being initiatives and the role of health promotion programmes and other interventions in the workplace.
- Explore initiatives like occupational health, sickness absence management, long-term health condition management, risk assessments, and employee assistance programs.
- Evaluate well-being initiatives such as financial incentives, mindfulness programs, and health checks.
- Consider the workplace as an appropriate setting for well-being initiatives.
AC3.1 Evaluate the tools and assessments used in workplace health and well being to provide an evidence-based approach.
- Create an evidence-based approach using relevant tools and models, considering the operating context, workplace issues, job type, health issues, and organizational size and structure.
AC3.2 Critically evaluate key domains of creating and maintaining well-being strategies.
- Understand key domains of well-being strategies and their links to organizational strategy, including models like the CIPD’s well-being pyramid, and connections to engagement, culture, leadership, and people management.
- Recognize that well-being is a strategic imperative, not just an "add-on."
AC3.3 Analyse the impact of well-being strategies on employer and employee experiences and outcomes.
- Analyze links between well-being and employee experiences like commitment, satisfaction, engagement, and organizational identification, recognizing the intrinsic value of well-being.
- Analyze links between well-being and employer outcomes such as improved performance, productivity, retention, employer branding, lower costs (due to fewer accidents and turnover), enhanced creativity, and reduced conflict.
AC4.1 Critically analyse how organisational culture and control shapes well-being at work.
- Analyze how culture and control (e.g., leadership promoting athletic pursuits) impact different individuals, including those with disabilities or those who are mothers.
- Consider the "moralizing" of wellness and its potential negative consequences, such as pressuring individuals to conform to specific well-being ideals.
- Question the notion of a single "positive" model of well-being.
AC4.2 Discuss the problems inherent in individualising well-being initiatives.
- Analyze the limitations of promoting individual well-being initiatives (gym memberships, healthy eating) and the need for organizations to take responsibility for factors like workload and bullying.
AC4.3 Evaluate how the people management function can contribute to appropriate corporate cultures and strategies to support well-being.
- Consider the role of people management professionals in supporting sustainable well-being policies, respecting individual needs and differences.
- Address organizational issues related to absenteeism, presenteeism, performance, efficiency, and corporate image.
AC4.4 Discuss the importance of supporting line managers in implementing sustainable well-being policies.
- Understand how line managers can address workload, work environment, bullying, diversity, and health issues.
- Emphasize self-awareness exercises and L&D to improve line managers' understanding of well-being.
- Consider implementation challenges related to other line manager goals (team performance, quality, costs).
- Promote the role of well-being champions in fostering both organizational and individual responsibility for well-being.
