Working @ Well-Being™ Solution

We all experience stress, distraction, or fatigue at some time in our lives. And we may chalk these experiences up to living in a fast-moving, technology-driven modern world. It’s only normal, right?
It’s no surprise that stressors of all types enter the workplace. After all, employees do not leave their personal lives behind when they come to work. Stressors and other well-being issues directly impact a worker’s ability to safely perform a job, control exposures, and avoid injury. They can also lead to organizational issues, including disengagement, resignations, absenteeism, and decreased productivity.
As a leader, how do you address these issues in order to keep your team safe and well? The answer is taking a pragmatic approach to improve total worker well-being that focuses on employees, leaders, and culture.
It is important to understand where the organization, teams, and individuals are in the well-being continuum. Assessing the current state can help develop a targeted improvement approach. Any approach developed to foster well-being must include not just all employees working toward improving their own skills but also the leaders working toward becoming more supportive.

Our Solution

Well-being is a complex, multifaceted topic, so our solution encompasses three core domains of well-being:
1) Physical Well-Being. The ability to perform activities without harm or physical pain; working in an environment characterized by safe and healthy decision-making.
2) Psychological Well-Being. The extent to which a person experiences positive emotions, feelings of satisfaction, and a sense of purpose. This encompasses maintaining good mental health and a sense of engagement at work and at home.
3) Social Well-Being. The extent to which a person feels a sense of belonging; his/her overall contribution is valued by the group; experience of trust and inclusion among group members/psychological safety; and a sense of group stability.
The Working at Well-Being™ Solution improves well-being by equipping teams to remain highly resilient, weather storms at work and home, and optimize coping skills for daily stressors.
Developing skills for one’s own well-being is important; however, developing skills to influence others is just as critical. In a supportive workplace culture, people learn skills to engage in and enjoy their work experience, which helps them thrive and contributes to business success. This is why we offer tailored programs for executives, managers, supervisors, and front-line team members. Each program is curated by our team of psychologists and well-being experts using the latest research findings and science-based approaches.
The four components of the Working at Well-Being solution are:
  • The Well-Q Assessment. This survey, using targeted questions and focus groups, delivers insights to better understand the health of your well-being culture.
  • Working at Well-Being for the Front Line. These science-based development sessions enable people to thrive at work.
  • Working at Well-Being for Today’s Leaders. This workshop series helps develop supportive leadership skills in managers and supervisors to hone their care-for-people skills and practice Working at Well-Being with their teams.
  • Working at Well-Being for Senior Leadership: The sessions help senior leaders explore strategic, tactical, and symbolic actions to keep employees engaged and thriving.
These components, together, evoke change but are also available as targeted interventions to complement an existing well-being approach.


A focus on well-being demonstrates a company’s commitment to the overall health of its employees. This improves employee engagement, retention, and morale and fosters improved safety performance among engaged leaders and teams. It can also position your company as an employer of choice and a sought-after company known for its positive work culture that attracts and retains highly skilled employees.
Companies that focus on worker well-being realize benefits that include:
  • Improved safety performance
  • Increased productivity, efficiency, and reliable performance
  • Decreased presenteeism, attrition, and turnover
  • Higher engagement and engagement scores, as measured by survey responses
  • Reduced costs related to illness and disengagement