Health and wellbeing programmes are an expectation from the people that companies most want to attract, engage and retain. But too many programmes act as a sticking plaster over the fundamental issues within organisations.
With evidence-based insights from over thirteen years of research, we help you redesign ways of working and work itself to strengthen organisational health and wellbeing.
Future of Work by HSM
Designing organisational wellbeing best practice
Mental health and wellbeing have increased in importance for our Future of Work by HSM members. This trend has been accelerated by the Covid-19 pandemic and the sudden mass shift to virtual working. Our recent research examines topics such as ‘Building Resilience in the New Reality’ and ‘Organisational Health and Wellbeing’.
To create even deeper insight, in November 2019 we ran a Collaboration Jam on our bespoke online platform to connect executives from 20 Future of Work by HSM member companies across 22 countries. In this 72-hour online conversation executives discussed wellbeing issues and co-created a deeper understanding of the enablers of wellbeing. This enabled them to begin to truly embed new approaches across their organisations with tools such as boundary management and sharing insights on how to build and maintain energy and productivity.
Improving and prioritising work-life balance at Linklaters
The challenge
The senior partnership team at Linklaters, the global Magic Circle law firm, wanted to support retention by acting on their promise of a more sustainable working life.
Our approach
We used our Collaboration Jam methodology to bring together all Linklaters people to discuss work-life balance concerns at depth. This allowed us to draw on the collective intelligence of Linklaters’ global community. This event was the first of its kind run for the legal industry and allowed for a swift and dynamic approach to developing insights and fostering collaboration.
The impact
We were able to give the senior partnership team actionable feedback and solutions to implement at global and regional levels. Linklaters identified ‘quick wins’ such as ‘Birthday Leave’ which other firms have gone on to emulate. They also established medium- and long-term solutions including better work allocation, training in project management skills and awarding their people sabbaticals every three years. As a result of this creative and collaborative initiative, in 2016 Linklaters went on to be ranked as ‘standout’ at the Financial Times’ Most Innovative Law Firm Awards for Innovation in Human Resources.
