This is part 1 of a 2-part presentation in how to be a wellbeing manager. By the end of the session, you’ll be able to define: - what we mean by wellbeing - wellbeing and the individual and meaning and purpose - physical, psychological, social wellbeing of staff at work - what the role of wellbeing manager involves - what the above means in the current context at your organisation We cover areas such as aligning wellbeing strategy to business objectives and our company values; psychological contract (and discretionary effort); planning and delivering our wellbeing strategy; dealing with potential barriers/obstacles to wellbeing; ensuring all stakeholders’ involvement and engagement.

1. Wellbeing Manager training, part 1
Marc Kirby

2. Aim: to provide you with the skills and knowledge to
undertake the role of Wellbeing Manager
By the end of the session, you’ll be able to describe:
 what we mean by wellbeing
 wellbeing and the individual and meaning and
purpose
 physical, psychological, social wellbeing of staff at
work
 what the role of wellbeing manager involves
 what the above means in the current context at
the organisation

3. By the end of the session you’ll be able to describe:
 aligning wellbeing strategy to business objectives
and our company values
 psychological contract (and discretionary effort)
 planning and delivering our wellbeing strategy
 dealing with potential barriers/obstacles to
wellbeing
 ensuring all stakeholders’ involvement and
engagement

4. Wellbeing: a state of mind and a state of being
A definition:
‘Feeling safe, comfortable, secure, happy,
fortunate and healthy’

5. Psychological
Societal
Physiological
Fiscal
The four key tenets of wellbeing

6. 3 facets that have most impact on wellbeing

7.  1st labourer: ‘I’m cutting a piece of stone’
 2nd: ‘I’m earning five shillings two pence a day’
 3rd: ‘I am helping Sir Christopher Wren build a beautiful cathedral’
The cathedral’s designer, Sir Christopher Wren visited the site in reconstruction and asked 3 different
labourers, all engaged in the same task, what they were doing. He got three different answers.

8. Psychological contract

9. Discretionary effort

10. The role
Facilitator
Encourager
Educator
Change agent

11. Reduced attrition
Reduced sick absence
Happier staff 
Increased productivity
Greater disc. effort
Reduction in grievances
Higher morale and motivation
Example indicators of success
Stakeholder/client feedback

12. Who will be your Advocates; Supporters; Champions;
Change agents?

13. Contact details
Presenter: Marc Kirby
marc.kirby@stressmanagementplus.com
www.stressmanagementplus.com