We help our clients design the best people strategy for their organisation. Our approach is to integrate employee engagement, wellbeing and leadership into one. Why? Because we believe all three are critical for long-term success and one can’t exist without the other.
What do we mean?
For many organisations, employee engagement has become the number one corporate priority. And for good reason. Employee engagement is proven to drive business outcomes1. However, very high engagement can have negative side effects, such as overwork, stress and burn-out2. That’s why a strategy to protect wellbeing is just as important. In fact, investments in employee wellbeing, as with engagement, show a significant return on investment3. Furthermore, it is now well recognised that a culture of engagement and wellbeing require the very best leadership skills4,5,6. Get all three right and a step change in performance is possible.
Bring POWER to your organisation
To help you design your people strategy we use the POWER Model, which stands for Personal and Organisational, Wellbeing, Engagement and Results.
Our package has five elements:
1. An initial consultation – with a Thrive consultant to understand your needs and goals 2. A strategy profiling tool (using POWER) – to assess how your current people strategy and policies compare to best practice (as recommended by organisations such as Investors in People and the Work Foundation) 3. Qualitative research - depth interviews and focus groups to understand the current issues and needs of your people to help inform the design of your strategy 4. Quantitative research - an engagement and wellbeing survey – to provide a benchmark for employee engagement and wellbeing in your organisation and track improvements over time 5. A strategy design kit – to help you design your strategy, including goals and an implementation plan
Want to get hold of our strategy design kit? Give us a call on +44 (0)20 8673 5587 or email firstname.lastname@example.org.
1. David McLeod and Nita Clarke, ‘Engaging for Success’ – A report to the UK government (July 2009). “Our conclusion from the evidence available, and our own first hand observations, is that the correlation between engagement, well-being and performance is repeated too often to be a coincidence … Engagement can be a key to unlocking productivity and transforming the lives of many working people.” Read in full.
2. William H. Macey, Benjamin Schneider Senior, Karen M. Barbera and Scott A. Young, ‘Burnout and Disengagement: The Dark Side of Engagement’. In Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage. Wiley Online Library (2009). “Too little focus on an engagement culture can lead to disengagement – employees may withdraw … however, too much of an engagement culture can also have bad consequences, including burnout, disengagement and other negative psychological and behavioural.”
3. Antonio Pangallo and Emma Donaldson-Feilder, ‘The business case for wellbeing and engagement: Literature review’. UCEA. “The literature suggests that the promotion of employee wellbeing can have many economic benefits for employers, including increased commitment and job satisfaction, better staff retention, improved productivity and performance, and reduced staff absenteeism … Economic modelling has found that initial investment of £40,000 in wellbeing programmes in large sized organisations could potentially result in net savings of over £340,000 over a 12 month period.” Learn more.
4. European Agency for Health and Safety at Work. “Numerous studies have found that strong and effective leadership have a positive impact on employee health and well-being … ie. lower anxiety, depression and job stress and decreased sick leave.” Read more.
5. The Chartered Institute of Personnel and Development (2012). “At the heart of employee well-being and engagement lies good people management.” Read more.
6. Dame Carol Black, speaking at the London HR Connection (October 2012).“If you want to promote wellbeing on a limited budget, I wouldn’t buy fruit, I’d invest everything in a leadership development programme.”