Top Tips for Engagement Through a Healthy Work-life Balance

Top Tips for Engagement Through a Healthy Work-life Balance

Top Tips for Engagement Through a Healthy Work-life Balance

  1. Last week we talked about sustaining engagement at work by using the HSE Management Standards for reducing stress and promoting healthy working. Below are our top tips based around 3 of the standards:
    1. Job demand (workload patterns and environment),
    2. Control (an individual’s influence over their work),
    3. Support (encouragement and resources provided).



Employees are:

  • Involved in designing their roles to be within their capabilities.
  • Monitored to ensure they are coping with the demands of their work within the hours available.
  • Consulted over their preferred work patterns.



Employees are:

  • Encouraged to identify and use their strengths. People are more motivated to do what they do well.
  • Encouraged to develop new skills to help them undertake new and challenging pieces of work so they feel they are progressing in their careers.
  • Educated in healthy working practices and are encouraged to take responsibility for following them.
  • Given a choice – if they want to work longer they can, but equally, where possible they can leave early when they need to.



Businesses can:

  • Introduce and promote a wellbeing policy that ensures awareness and consistency in tackling issues surrounding stress, work demands and healthy working practices.
  • Ensure managers are trained to identify behaviour changes in their reports when their wok demands are causing them stress
  • Ensure Managers are trained to promote healthy working.
  • How to communicate to maintain a good team ethos if employees are working remotely.

If you would like to know more about anything discussed in this blog or would like help developing your Wellbeing programme, Namasté Culture would be happy to help. Please call us for a chat on 01954 267640 or email



Money, Kevin, Carola Hillenbrand, and Nuno da Camara. “Putting positive psychology to work in organisations.” Journal of General Management 34.3 (2009).

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