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Work Wellbeing Playbook: A Systematic Review of Evidence-Based Interventions to Improve Employee Wellbeing

Sarah Cunningham, William Fleming, Cherise Regier, Micah Kaats, and Jan-Emmanuel De Neve

Abstract

The Work Wellbeing Playbook is a concise guide that distils insights from a large-scale systematic literature review of workplace wellbeing interventions. It presents high level insights in an accessible, and plain English format for ease-of use.

With support from Indeed, and in collaboration with our academic partner at the University of Oxford’s Wellbeing Research Centre, the World Wellbeing Movement has curated this Playbook of evidence-based interventions categorised by 12 key drivers of workplace wellbeing.

The researchers reviewed more than 3,000 academic studies of workplace wellbeing interventions to identify strategies proven to increase the wellbeing of employees across diverse work environments. Recognising that business leaders often face time constraints, we have condensed the key insights into this open-access resource and distilled them into an accessible, high-level summary to support busy professionals.

This playbook builds upon the World Wellbeing Movement’s science-based recommendations for how to measure both how employees are feeling at work, and why they are feeling that way – just like the Indeed Work Wellbeing Score, also created alongside experts from the Wellbeing Research Centre, does. Once you have collected the data, you can then use this Playbook to address the areas for improvement within your organisation.

Business leaders are recommended to keep diversity top of mind when leveraging the playbook to craft a holistic employee wellbeing strategy for their organisation. When choosing interventions, employers should consider factors such as their workplace environment, industry, geographical location, and the unique needs of their employees.

Although there is no magic formula, and all interventions have their limitations, many companies start to affect positive change when they combine multiple interventions (organisational-level interventions, group-level interventions and individual-level interventions) across multiple drivers of employee wellbeing.

Labour Law, Employees’ Capability for Voice, and Wellbeing: A Framework for Evaluation

Cherise Regier

Labour power has significantly declined across affluent democracies in recent decades, resulting in a widening scale of power inequality within the contemporary employment relationship. Employee voice is a key component of labour power that represents a human capability according to Amartya Sen’s conceptualisation: a real freedom to achieve states of being that one has reason to value. Employees deficient in the capability for voice lack sufficient bargaining power to influence workplace decision-making, which threatens their wellbeing by increasing their risk of exposure to work-related stressors and limiting their opportunities to improve their welfare. In this article, employee voice legislation is argued to be a necessary social conversion factor of employees’ capability for voice that can promote further advantage. However, research assessing its effectiveness at enhancing wellbeing is greatly limited due to an over reliance on neoliberal and new institutional forms of economic analysis that reveal little about the quality of employees’ lives. A comprehensive framework for evaluation based on Sen’s capability approach is proposed that when operationalised for empirical analysis, can advance our understanding of employee wellbeing in the twenty-first century.

Cherise Regier

Cherise Regier is a PhD candidate in Social Intervention and Policy Evaluation at the University of Oxford. Her doctoral thesis examines the impact of labour market policies on worker wellbeing using quantitative methods, with a focus on interventions that aim to promote employee voice in the workplace. She is particularly interested in the political economy of worker wellbeing across high-income countries and wellbeing public policy theory.

Before commencing her doctoral studies, Cherise studied at the University of Toronto, where she earned a Master of Public Policy from the Munk School of Global Affairs and Public Policy and a Master of Industrial Relations and Human Resources from the Centre for Industrial Relations and Human Resource Management. Alongside her academic endeavours, Cherise worked as a Policy Analyst for the Treasury Board of Canada Secretariat.