In our previous article on improving workplace well-being for employees, we noted that associations must first take care of internal health and well-being before meeting the needs of external stakeholders. We also talked about the importance of communication and owning and embedding well-being into an organization.

There are two more key components necessary to improve workplace well-being: modeling expected wellbeing behaviors, and monitoring and measuring results.

Model, Mentor, and Train

During workplace culture change, all eyes are on the CEO. Top leaders set the tone for organizations, so leaders must embody the well-being behaviors set as priorities. If employees consistently see this, they will take the changes seriously.

To integrate concepts introduced in formal training, enlist your mid- to senior-level managers to cascade knowledge and skills deeply in your association through “train the trainer” programs. To be most effective, this would be a mandatory role, and they would be held accountable for their own performance and that of their teams. For example, managers would model concepts of effective communication for change and conflict resolution, and ensure their teams develop these through regular practice.

One key element for success is to be sure there is consistent, persistent follow-up and coaching to track that the behaviors are being adopted and used correctly at all organizational levels.

To integrate formal and informal mentorship and modeling, we also recommend a well-being ambassador program. This is a group of selected employees (of any level) with influence in your association, who are specifically trained in your organization’s well-being programs that require deep understanding and behavior change.

The American Institute of Architects (AIA) has embraced this concept, according to Larry L. Robertson, SHRM-SCP, SPHR, SWP, CAE, senior vice president, human resources and belonging. “Part of our culture is to involve the good people we have hired and trust them to apply their knowledge and experience to help us achieve our goals,” he said.

Most associations have training built into their operations and business model, so turning that inward is usually easy as a concept. Well-being might not be your association’s natural topic area, but training can familiarize your employees with concepts, language, and practical techniques of operationalizing well-being in your workplace.

For example, AIA holds Advance Day, mandatory for its entire staff, to provide education around various topics. Importantly, AIA’s top leaders attend these events, modeling their importance to the association’s culture.

Formal training can include classes, seminars, and webinars. One key element for success is to be sure there is consistent, persistent follow-up and coaching to track that the behaviors are being adopted and used correctly at all organizational levels.

Monitor and Measure

Your well-being programs should be developed based on data provided by your employees (e.g., surveys, polls, feedback mechanisms) and through your own observations and experience. Once these are operating, keep checking their effectiveness. Are employees using certain programs and not others? If so, why? This data will help you refine your programs for effectiveness on all levels, including cost and benefit. Remember that employees’ program preferences could change as the environment—and their needs—shift.

In your next employee engagement survey, include well-being-related questions. Be prepared to act on what they tell you. This could require some soul searching and deep commitment to change—most factors contributing to employee well-being are behavioral rather than programmatic.

However, keep in mind that getting employees to share their opinions honestly can be tricky. Spend time understanding and removing any roadblocks, when possible, to sharing among each employee population—these likely will be different for each group. And don’t give up. Feedback is important for data gathering and a higher goal: by inviting employee voice, you legitimize their feelings and empower them as co-creators of their workplace. With this, you have a wider pool of solutions for workplace issues, and you improve engagement. Communicate consistently throughout your organization about how you’re using the data you gather.

When you look at the entire process described in this article and the previous one, you can summarize it as COMM:

• Communicate by listening, messaging, delivering, and layering.
• Own and embed well-being by integrating with your rewards and recognition systems.
• Model expected wellbeing behaviors from the top of the organization; mentor and train all employees through formal and informal programs.
• Monitor and measure results through surveys, polls, ongoing feedback loops, and direct observation.

Many of us are now planning a return to the office. This is another huge change, and we should still have our organizational oxygen masks on.

“The beauty of it,” says AIA’s Robertson, “is when you are working, you have an opportunity to engage people to understand what unique employment experience will help them thrive and be successful. That is the really rewarding part.”