Online Reporter
Dr Request Machimbira
In the past few years, the winds of organisational wellness have swept across Africa, with Zimbabwean corporates being among the quickest to jump on board.
This enthusiasm is commendable and it is wonderful to see companies prioritising the well-being of their employees.
However, upon closer inspection, it has become apparent that many of these wellness efforts are being driven by the energy of the moment, without any empirical justification or scientific tools to back them up.
The result has been a flurry of activity, with marathons, walkathons and wellness days sprouting up in workplaces. While these events may generate excitement and a temporary sense of camaraderie, they often lack substance and real impact.
When boardroom conversations turn to demanding a return on investment in wellness interventions, the move raises questions.
This is because more than 90 percent of wellness interventions are not scientific. There is no empirical justification for effecting them. They are often implemented without a clear understanding of the specific needs and challenges of the organisation.
Implementing organisational wellness programmes is a science and it requires a thoughtful and deliberate approach. It starts with the formulation of an organisational wellness philosophy, a statement of an organisation’s attitude towards wellness matters that sets the tone for the entire institution.
This becomes the foundation of managerial commitment. It is also essential to have a clear policy in place that defines the structures, accountability matrix and key processes. A good wellness policy is like an architectural plan, providing a blueprint on how the wellness agenda will be executed.
Without a policy, wellness initiatives can become random, speculative and ineffective.
Capacity building is also crucial, and organisations need to invest in training and certifying their wellness management structures.
According to a recent survey by the International Wellness Institute, a staggering 68,25 percent of wellness programmes are administered by staff that are not certified.
This is a recipe for ineffectiveness; it is like giving keys for a 30-tonne truck to an unlicensed driver.
Before implementing any wellness programme, organisations must conduct a thorough wellness assessment or baseline survey.
This is essential to establish the wellness situational analysis and identify the specific needs and challenges of the organisation. Without this critical step, wellness programmes can be like shooting in the dark. The reality is that many organisations are investing in wellness programmes that are not evidence-based.
They are concentrating on marathons, Zumba dances and other activities that may not be addressing the real wellness gaps in their organisations. Once a baseline survey is conducted, the next consideration is to formulate a wellness strategy.
This becomes a structured response to the wellness situation on the ground. A good strategy formulates wellness programmes that are aligned to the situation, ensuring that resources are used effectively and efficiently.
With budgets under stress, wellness interventions need to be empirical, not haphazard. A well-crafted strategy ensures that every dollar invested in wellness yields tangible returns, be it employee productivity, or overall well-being.
A wellness strategy that is grounded in evidence will prioritise interventions that are proven to work, rather than relying on trendy activities or fads.
It will also ensure that wellness programmes are integrated into the fabric of the organisation, rather than being a standalone initiative.
By taking a strategic and evidence-based approach to wellness, organisations can create a culture of health and well-being that benefits both employees and the bottom line.
It is time to cure the haphazard nature of wellness programmes by adopting evidence-based approaches. Baseline surveys allow interventions to be tailor-made to context, ensuring that resources are used effectively and efficiently. Evidence-based wellness management is not just a good idea; it is the need of the hour.
By taking a scientific and deliberate approach to wellness, organisations can ensure that their programmes are effective, efficient and sustainable.
Organisations that fail to adopt evidence-based wellness approaches risk wasting resources and failing to address the real wellness needs of their employees.
On the other hand, organisations that prioritise evidence-based wellness will be better positioned to optimise return on investment or value on investment from wellness interventions.
In conclusion, evidence-based wellness is not a luxury, but a necessity. It is time for organisations to move beyond the energy of the moment and invest in wellness programmes that are grounded in evidence and designed to make a real difference. By doing so, they can create a healthier, more productive and more sustainable work environment that benefits everyone.
Dr Request Machimbira is the executive director of Proficiency Consulting Group International. He is a leading, award-winning human resources expert, strategy facilitator, board trainer, team building coach, independent labour arbitrator, board chairperson and published author. He writes in his personal capacity. For feedback, email request@ proficiency international.com or phone +263772693404.
