The Channel Islands' Wellbeing Report 2021
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The Channel Islands' Wellbeing Report 2021
The Channel Islands' Wellbeing Report 2021
Contents
We Talk Wellbeing - Foreword 4
Marbral Advisory - Foreword 6
Executive Summary 8
:KDWGRWKHVH¿QGLQJVPHDQIRUHPSOR\HHV" 20
:KDWGRWKHVH¿QGLQJVPHDQIRUHPSOR\HUV" 22
6HFWLRQ :HOOEHLQJ3UHIDFHDQG&RQWH[W
7KHFKDQJLQJODQGVFDSHRIZHOOEHLQJDWZRUN 27
:KDWLVZHOOEHLQJ" 32
6HOI 34
Team 36
“The state of wellbeing in Organisation 38
the CI clearly demonstrates
Section 2: The Channel Islands' Wellbeing Report Results
that despite enjoying, on
Demographics 41
average, a perceived better
6HOI 44
quality of life, people are no /LIHVW\OH 45
less immune to the factors Stress 52
Resilience 54
and challenges that affect Happiness 55
their daily wellbeing.” Team 58
Relationships 59
Trust 60
Communication 62
We Talk Wellbeing Organisation 64
and Marbral Advisory Leadership 64
Culture 66
Environment 68
6HFWLRQ :HOOEHLQJ,QWHUYLHZV
7KH)LQDQFH$VVRFLDWLRQ,QWHUYLHZ | Joe Moynihan and Rupert Pleasant 73
7KH6RFLDO:HOOEHLQJ,QWHUYLHZ | Jade Ecobichon-Gray 80
7KH0HGLFDO,QWHUYLHZ| Dr Philippa Venn and Lee Bennett 84
7KH0HQWDO+HDOWK,QWHUYLHZ | Hugo Forrester 90
Section 4: Appendix
Appendix 1: The Background to the Survey 95
Appendix 2: References and Citations 97
3
The Channel Islands' Wellbeing Report 2021
We Talk Wellbeing -
Helping people, teams and
RUJDQLVDWLRQVOLYHDQGZRUNZHOO
$W:H7DON:HOOEHLQJZH modelling for the workforce. Visible wellbeing We recognise that people need to be at
“Research shows that action develops a wellbeing culture where the core of how we do business and how
believe that happy, healthy
employees thrive, and the business is better they experience it. That the boundaries
and engaged employees, unhealthy, unengaged between personal and professional lives have
SODFHGWRIXO¿OLWVSRWHQWLDO:HDVSLUHWR
PDQDJHUVDQGOHDGHUVSHUIRUP employees cost the UK wellbeing philosophy being the foundation never been so blurred as they are today.
better, leading to increased economy almost £92 billion of every conversation and connection in the Addressing the wellness concerns of our
productivity and innovation. in 2019.” workplace, and we connect organisations workforce is a critical and necessary activity
with opportunities to talk and learn about if we are to continue to build successful and
This in turn, creates or what really matters to them in terms of employee-centric businesses.
strengthens dynamic, inspiring wellbeing.
and sustainable organisations. 2XURUJDQLVDWLRQVDUH¿OOHGZLWKFDSDEOH
We hope our report helps you to shape your
Wellbeing needs to be part of strategy, policy, business with people at the centre, through
dedicated and passionate people. For our
Our range of wellbeing solutions and expert action and outcomes, the same as any other developing a deeper understanding of your
colleagues to continue to move forward
advice support employees at work and in critical success factor to your business. wellbeing requirements and aspirations in
during uncertain times, they need to feel
life, helping to build physically and mentally When we are able to openly talk about what this emerging new working world. By putting
safe, protected and supported. The time
resilient employees, teams and organisations. wellbeing means to us, we are one step wellbeing at the heart of your organisation,
is now to think about support, care and
Employee engagement and performance are closer to developing a culture where our ZHKRSH\RXHPEUDFHWKHEHQH¿WVRI
feedback as opposed to expense. The time is
‘must haves’ for any successful business, and physical and mental wellbeing is valued and providing an environment where both
QRZWRSXWSHRSOH¶VZHOOEHLQJ¿UVW
the key wellbeing enabler to achieve these where we can optimally perform. individuals and teams thrive and one in which
factors is resilience. Our vision is to help organisations place the organisation maintains and protects its
Employee wellbeing is at the heart of ‘health’.
employees’ wellbeing front and centre, as the
Stress, depression and anxiety continue to our vision. The health and safety of our
guiding voice of all organisational policies and
UHSUHVHQWVLJQL¿FDQWLOOKHDOWKFRQGLWLRQV customers is our primary concern during
practices. We Talk Wellbeing was founded to
in the workforce, accounting for 51% of these turbulent times. The events of 2020/21
provide practical solutions in supporting you
work-related ill health and 55% of working KDYHDQGZLOOFRQWLQXHWRKDYHDVLJQL¿FDQW
to increase the visibility of wellbeing in your
days lost in 2020, in the UK1. Professional LQÀXHQFHRQKRZZHZRUNDQGKDYHUHVXOWHG
organisation. Dr Glenda Rivoallan
burn-out is now recognised by the World in a changing paradigm on how we think
Health Organisation as an occupational about workplace wellbeing. Founder and CEO
We believe that visible wellbeing action
phenomenon. We are faced with an matters. For the individual, it helps promote
overwhelmed workforce. That is why we committed to conducting the
healthier habits, for teams it challenges
¿UVWHYHU&KDQQHO,VODQGV:HOOEHLQJ5HSRUW
stereotypes and provides positive role
with our partner Marbral Advisory.
Kenneth Manson
Consultant
4 5
The Channel Islands' Wellbeing Report 2021
Marbral Advisory –
Supporting organisations to
VXFFHVVIXOO\DGDSWDQGJURZ
$W0DUEUDO$GYLVRU\ZH to change is the norm, it is not unusual to and more inclusive culture, we can improve
¿QGWKDWUHVLVWDQFHLQFUHDVHVZKHUHQHJDWLYH the quality of working life for the individual
KDYHEHHQZRUNLQJZLWK “In Guernsey, 61% of
wellbeing traits prevail. This resistance to and organisational performance for the
organisations undergoing FKDQJHFDQVLJQL¿FDQWO\VHWRUJDQLVDWLRQV
businesses have said they employer. We are working with clients across
change since our incorporation EDFNVWLÀLQJJURZWKDQGKLQGHULQJ are prioritising reviewing all sectors on these programmes and seeing
LQ:HNQRZWKDW engagement. company culture as a result excellent results as clients give essential
RUJDQLVDWLRQVWKDWDUHµZHOO¶ of COVID-193.“ focus to their most valuable asset – their
Focusing on the people side of change people.
SHUIRUPEHWWHUDQGWKHUHLV has shown us how important it is to widen “In Guernsey, 61% of
extensive research correlating the lens on wellbeing. We believe that Marbral Advisory are working in partnership
SRVLWLYHZHOOEHLQJZLWKKLJK wellbeing is a combination of self, team 7KH&KDQQHO,VODQGVDOUHDG\IDFHFKDOOHQJHV with We Talk Wellbeing to deliver this
SHUIRUPLQJRUJDQLVDWLRQV and organisation which is why this research with a competitive labour market, now important piece of research into corporate
focuses on all three aspects. When an employees’ priorities may also have shifted wellbeing. We believe that the results of this
Looking at attitudes close to home, Jersey individual is not personally well, they will as people have taken the time to re-evaluate UHSRUWZLOOKHOSWRVKDSHKRZWKH,VODQGV
Finance’s ‘Jersey Means Business Report EHOHVVSURGXFWLYHDQG¿QGFKDQJHPRUH what is important. This means that to attract view, manage, measure and invest in
¶LGHQWL¿HGZHOOEHLQJLQWKHWRS¿YH stressful. When the team they work in is essential talent, businesses are now going to wellbeing in the future for the sake of the
IDFWRUVLQÀXHQFLQJSURGXFWLYLW\KLJKOLJKWLQJ dysfunctional, trust and relationships suffer, have to focus on culture and wellbeing more health of our people and our island economy.
the link between a positive work-life DQGWKLVLQWXUQVWLÀHVLQQRYDWLRQ:KHQWKH than ever before.
balance and higher performance. Further organisation has a damaging culture without
D¿HOGQXPHURXVOHDGLQJRUJDQLVDWLRQV an environment that promotes wellbeing, When it is clear that wellbeing correlates
KDYHµZHOOEHLQJDWZRUN¶LQWKHLUWRS¿YH bad behaviours emerge that can affect directly to business performance and an
priorities for 2020 onwards, examples include productivity, engagement, and decision organisation’s ability to adapt and grow,
Leonie McCrann
'HORLWWH3Z&$R1WKH&,3'DQG%XSD,I making. why is it still so misunderstood? We believe
CEO
WKH&KDQQHO,VODQGVDUHWRNHHSXSZLWKWKH the solution lies in the ability to focus on
UK and other jurisdictions in sourcing and All of these factors can lead to a lack of WKHYDULRXVLQÀXHQFLQJIDFWRUVZKLFKPD\
retaining talent, focusing on wellbeing cannot purpose and direction and, as we see in this be unique to an organisation and by using
be overlooked. research, there is a noticeable correlation insightful data to drive interventions and
between feeling purposeful at work, feeling improvement for the good of the self, team
As a change management organisation, we valued, and the likelihood of employees to and organisation. Natasha Egré
see change as a constant, but recognise that recommend the organisation as a great place
Head of Client and Product Development
FKDQJHLVQRWDOZD\VHDV\RUFRPIRUWDEOH,W to work. This correlates with recent workforce We hope that this report will begin to
may sound obvious, but change is generally research in Jersey where 39% of people break down perception barriers to the word
PXFKPRUHGLI¿FXOWLQHQYLURQPHQWVZKHUH said they did not intend to continue working ‘wellbeing’, which is often seen as an abstract
wellbeing is not given prominence or where ZLWKWKHVDPHHPSOR\HURQFHWKH&29,' concept, one hard to contextualise and
it is considered a ‘nice to have’ or indeed pandemic was over2. unrelated to the performance of the business.
something which ‘HR do’. Given resistance We believe that by concentrating on wellbeing Jenny Winspear
strategy and engagement, and a healthier Consultant and Product Development Lead
6 7
The Channel Islands' Wellbeing Report 2021
Executive Summary
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5HSRUW" GHYHORSLQJWKHUHSRUW"
The Channel Islands' Wellbeing Report Within this report, we also felt it important
ZDVGHYHORSHGGHVLJQHGDQG to gain practical and grounded perspectives
conducted by: on wellbeing at work from industry leaders
ZLWKLQWKH&KDQQHO,VODQGV:LWKDIRFXVRQ
wellbeing, we interviewed certain members
of the Jersey and Guernsey communities.
:H7DON:HOOEHLQJDZHOOEHLQJ These include the CEOs of Jersey Finance and
consultancy company and training We Are Guernsey for a business perspective;
provider; a General Practitioner and a Mental Health
Practitioner; the Operations Manager for
Executive • Marbral Advisory - an advisory
business.
Mind Jersey, and a Social Wellness Expert
who champions wellness programs within
businesses. These interviews can be found
Summary after the main body of the research results
with insights used where applicable in the
The purpose of the survey was to
understand the current status of wellbeing main body of the report.
in the Professional Services sector and to
provide a platform of data-driven insights 'H¿QLQJ:HOOEHLQJ
into wellbeing at work across Jersey and
What wellbeing means can, and does,
Guernsey. There has been growing awareness
vary from person to person. For some, it
RIWKHLQÀXHQFHRIZHOOEHLQJDWZRUNLQWKH
encompasses the idea of balancing mind,
8.DQGIXUWKHUD¿HOGJLYHQLWVLPSRUWDQFH
body and soul. For others, it centres around
after a) the changes we have experienced
value factors such as having a sense of
due to the pandemic, and b) the growing
purpose or a sense of community. Wellbeing
evidence demonstrating its effect on
can also be determined by living in an
EXVLQHVVSURGXFWLYLW\,WLVLPSRUWDQWIRUWKH
environment which provides quality of life or
&KDQQHO,VODQGVWRWDNHWKHVDPHDSSURDFK
identity through work/profession.
to wellbeing by gathering data to provide
more detail on what the current wellbeing
context is. This will allow businesses to better :KRLVWKLVUHSRUWLQWHQGHGIRU"
understand what wellbeing entails, where
Business leaders, policy makers, a wide range
wellbeing initiatives may have the most
of professionals (employee and employer)
impact, and help to clarify why investment in
and researchers whose interests relate to
wellbeing is of importance to organisations.
Self, Team and Organisational wellbeing. The
UHSRUWIRFXVHVRQWKH&,EXWLVDOVRUHOHYDQW
to the interests of other countries.
8 9
The Channel Islands' Wellbeing Report 2021
)RUWKHSXUSRVHVRIWKLVUHVHDUFK³ZHOOEHLQJ´LVGH¿QHGE\WKUHH While we cannot make direct comparisons
“The state of wellbeing in between individual facets of wellbeing, (i.e.
FRUHGRPDLQV7KHEDODQFHRIWKHVHWKUHHGRPDLQVPDNHVXSWKH
Self, Team and Organisation) scores for
FRUHRIZRUNLQJZHOODQGOLYLQJZHOO the CI clearly demonstrates
‘Team’ measures were most favourable,
that despite enjoying, on followed by ‘Self’ and lastly ‘Organisation’ in
average, a perceived better the people surveyed.
quality of life, people are no
‘Feeling I have the necessary physical, less immune to the factors Social Wellness Is Key To
mental, emotional and spiritual health and challenges that affect Wellbeing
to live the life I want to lead’. their daily wellbeing.” Regardless of the individual scores on each
We surveyed three sub-domains: element of wellbeing, the research supports
We Talk Wellbeing a social wellness view of wellbeing in that
1 Lifestyle and Marbral Advisory it is not an individual pursuit, i.e. solely
the responsibility of the Self. Our own
2 Happiness
theory that to live and work well demands
6HOI 3 Resilience
What Does Our Research collective responsibility holds true. Our
7HOO8V" ¿QGLQJVGHPRQVWUDWHWKDWLQWHUFRQQHFWHGQHVV
with others (the Team) and that of the
Our research demonstrates that wellbeing Organisation are key determinants of overall
is related to people, processes and wellbeing. We observed that when aspects
‘Feeling close to others and part of a subsequently performance, both work of Relationships and Communication are
supportive work community’. performance and performance in life more positive, individuals also reported
generally. A culture of wellbeing requires higher levels of Trust. Likewise, higher
We surveyed three sub-domains: a balance of appropriate resources and levels of Trust were correlated with better
opportunities, with the commitment to Relationships and Communication.
1 Relationships work towards achieving optimal health and
resilience for the individual, the team and the
2 Communication
organisation.
3 Trust
Team
7KHVXUYH\DQDO\VLVUHYHDOHGLPSRUWDQWWKHPHVXQGHU6HOI7HDP
and Organisation:
‘Feeling the organisational context is
supportive of wellbeing practices and
alignment to core values’.
6HOI Team Organisation
We surveyed three sub-domains:
1 Leadership
2 Environment
Organisation 3 Culture
10 11
The Channel Islands' Wellbeing Report 2021
The research on physical health as a
Key Finding 3 SURWHFWLYHIDFWRUDJDLQVW&29,' LV
growing and will take more prominence
RIWKRVH
PRYLQJIRUZDUG,WLVHQFRXUDJLQJWKDWWKH
surveyed rated
majority of people appeared to look after
64% their physical
their physical health.
KHDOWKEHWZHHQD
1 and a 3 in the Mental health and social health scores
last 30 days. witnessed the biggest drop of all lifestyle
measures in the 30 days leading up to the
survey. Mental health is of growing concern
LQZRUNSODFHVDURXQGWKHZRUOGWKH&,EHLQJ
no different, stress being the main symptom
of prolonged adverse mental health. Positive
1. Inner Health
mental health improves wellbeing across
6HOI 2. Physical Health DOOVWDQGDUGZHOOEHLQJPHDVXUHV,I\RXDUH
psychologically well, you are more likely to
3. Social Health
be physically well.
/LIHVW\OH 4. Mental Health
Key Finding 4 Stress
Key Finding 1 ,QQHU+HDOWKZDVUDWHGWKHKLJKHVW
RIWKHOLIHVW\OHIDFWRUVIROORZHGE\
RIWKRVH SK\VLFDOKHDOWKIROORZHGE\VRFLDO Key Finding 5
surveyed rated
64% their mental health
health and then mental health.
&RPSDQ\SHUIRUPDQFHFRXOGEH
at a 4 or 5 (5 DWULVNGXHWRLQFUHDVLQJOHYHOVRI
EHLQJµEHVW¶ SUH stress.
:KLOHWKHUHLVHYLGHQFHRI
ORFNGRZQYHUVXV
only 30% post individuals engaging in healthy
ORFNGRZQZLWK KDELWVDQGOLIHVW\OHVOLIHVW\OH 2XU¿QGLQJVGHPRQVWUDWHWKDWLQGLYLGXDO
only 5% rating VFRUHVLQWKHVXUYH\ZHUHQRW wellbeing factors i.e. Resilience, Happiness
their mental health
RSWLPDODQGWKHUHLVVFRSHIRU and Lifestyle, were all correlated with levels
at its best in the of stress. Research shows us that stress is
last 30 days. improvement.
highly linked to lower resilience and lower
Where scores on aspects of lifestyle were SURGXFWLYLW\7KHIDFWWKDWRXU¿QGLQJV
more positive, there was a large effect on support this view should be a key concern for
individuals' reported levels of happiness. RUJDQLVDWLRQVDQGPRUHVSHFL¿FDOO\IRU
Key Finding 2
&,FRPSDQLHV
69% rate their This should be considered when thinking
social health about the impact that lifestyle and happiness
69% EHWZHHQDQG KDVRQZHOOEHLQJ,IWKHLQGLYLGXDOLV
RXWRI LQWKH physically, mentally, socially and spiritually
last 30 days. well, then it suggests that happiness follows
as a result.
12 13
The Channel Islands' Wellbeing Report 2021
For companies to perform at their best,
Key Finding 6 Key Finding 8
Resilience ‘average’ resilience is not the standard for
benchmarking best practice, hence this needs
RIDOOSHRSOH FLWHZRUN further action.
DVRQHRIWKHLU 5HVLOLHQFHLVLQOLQHZLWKWKH
surveyed reported 63% SULPDU\FDXVHVRI
DSHUFHSWLRQRIQRW global average. :HDGYRFDWHWKHEHQH¿WVRIUHVLOLHQFH
coping. stress, anxiety and training for individuals but again it is not
SRRUZHOOEHLQJ 2XU¿QGLQJVUHLWHUDWHWKHQRWLRQWKDWUHVLOLHQW enough to consider the individual in isolation.
people tend to be happier people and more The main causes/drains on one’s resilience
As stress is a symptom of poor wellbeing, able to thrive despite their environment. are often as a result of factors out of an
and a perception of not coping, (ultimately ,WLVWKHUHIRUHFULWLFDOO\LPSRUWDQWWKDW individual's control such as team dynamics
leading to burn-out), it is critical that we get organisations understand the determinants and organisational culture, and not effectively
RIVWUHVVRQLWVSHRSOHDQGWHDPV,WLV Key Finding 10 targeted by resilience training alone but in
to the root causes of why people are stressed
if we are to gain the necessary understanding simply not enough to provide interventions 5HVLOLHQFHLQWKRVHVXUYH\HGZDV combination with changes in work practices
to develop well-designed intervention to combat the symptoms, as interventions no better than the average person and habits. Again, we must stress that
strategies and avoid growing levels of targeted at only the Self most often fail to DQGKDGDPRGHUDWHHIIHFWRQ organisations must look to get to the root
absenteeism and presentism. identify any other prevailing factors or causes +DSSLQHVVZLWKLQWKHVXUYH\ of the issue and determine new wellbeing
of stress within a given organisation. Where initiatives and strategies rather than taking
work-life balance is compromised, this adds DVKRUWWHUPµ¿[¶DSSURDFKWRVROYLQJWKH
ZHLJKWWRWKH¿QGLQJWKDWSHRSOH¿QGZRUN problem.
Key Finding 7 their main stressor. Key Finding 11
51%
51% cited having
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:KLOHPDQ\FRUSRUDWHZHOOEHLQJ
surveys suggest that people
Happiness
LQSURIHVVLRQDO Key Finding 9 ZRUNLQJLQSURIHVVLRQDOFDUHHUV
services. WHQGWREHPRUHUHVLOLHQWZHGLG
RI +DSSLQHVVOHYHOVLQSURIHVVLRQDO
31% respondents QRWREVHUYHWKLVLQRXU¿QGLQJV
VHUYLFHVZHUHORZHUWKDQWKH
stated that they
average person (international
The global research clearly highlights the µVWURQJO\GLVDJUHH¶
µGLVDJUHH¶RUZHUH EHQFKPDUNLQJ
risk associated with poor work life balance
and burn-out and this is becoming a priority XQVXUH LIWKH\DUH
Lifestyle was shown to have a large effect
ULVNIDFWRULQRUJDQLVDWLRQV,I RI positive about their
with individuals reporting higher levels
respondents claim to not have a good work IXWXUHDWZRUN
of Happiness. This should be taken into
life balance, businesses within Jersey and post-COVID-19.
DFFRXQWZKHQWKLQNLQJDERXWWKHLQÀXHQFH
Guernsey should start exploring ways that that lifestyle has on wellbeing. The evidence
this can be improved, as doing so could help between wellbeing and its link to happiness
to increase overall wellbeing. (both at work and at home) is mounting
and one of the fundamental reasons why
happiness is becoming a more frequently
used tool for measuring wellbeing at work.
14 15
The Channel Islands' Wellbeing Report 2021
Our methods and means of digital
Trust communication are here to stay and more
likely to increase than decrease. While it is
an accepted means of communication, the
organisations that actively consider and
Key Finding 2 review their policies around the boundaries
of digital communication (and the adherence
+LJKOHYHOVRIWUXVW
80% LQWHDPVZLWK
WRVXFKSROLFLHV ZLOOEHQH¿WIURPWHDPVDQG
individuals who are able to understand and
citing trust all or
embody a healthy work life balance.
PRVWRIWKHWLPH
Key Finding 5
As well as very high levels of care, there
32% unsure or
Team are high levels of trust within teams, with
colleagues indicating positive responses
for the questions raised in this area,
32% disagreed that their
team can overcome
obstacles and
including that teams are effective at
manage emotions
discussing workloads and in sharing relevant
VXFFHVVIXOO\
information. Challenges may arise though
Key Finding 1
when such aspects are discussed across
VKRZFDUHIRU teams rather than within teams.
87% WKHLUIHOORZWHDP
members all or The ability to manage emotions is one of
PRVWRIWKHWLPH Key Finding 3 three essential domains of resilience and
‘overcoming obstacles’ is a key feature of
32% unsure or being resilient overall. Respondents were
32% disagreed that poor not certain about their colleagues’ abilities
SHUIRUPDQFHZDV to overcome obstacles and manage their
Relationships HIIHFWLYHO\GHDOW
ZLWK
HPRWLRQV7KLV¿QGLQJDGGVVXSSRUWWR
the average resilience scores found in the
aspects of Self.
$ZHOFRPH¿QGLQJZDVWKDW Key Finding 4
Overall, the responses for the wellbeing of
colleagues are genuinely
FRQFHUQHGIRUDQGFRQVLGHUDWH Communication IHOW
FRPIRUWDEOHXVLQJ
Teams were positive and encouraging to
VHH,QDVVHVVLQJWKHVWUHQJWKRILQWHUDFWLRQ
RIWKHZHOOEHLQJRIWKHLUSHHUV 92% technology to between each aspect of team i.e. Trust,
Effective communication also requires the FRPPXQLFDWHZLWK Relationships and Communication, we
While care is evident, what is less evident their team but 36% observed correlations in all three. Our
DELOLW\WRFRQYH\GLI¿FXOWPHVVDJHVWRKROG
IURPWKHUHSRUW¿QGLQJVZDVZKHWKHU ZHUHHLWKHUXQVXUH ¿QGLQJVLQGLFDWHWKDWRXUWHDPPHPEHUVGR
crucial conversations in a considered manner.
individuals knew how to assist (even with an or disagreed that overall, trust, value and respect one another,
While such communication is often avoided,
intervention such as signposting to resources) PHHWLQJVZHUH with clear and respectful communication
such avoidance creates uncertainty and
a colleague facing any wellbeing challenges. HI¿FLHQW closely linked to the quality of professional
GRXEWZKLFKLQWXUQFDQQHJDWLYHO\LQÀXHQFH
wellbeing. relationships and workplace collaboration.
16 17
The Channel Islands' Wellbeing Report 2021
of Happiness, higher levels of Trust within The traditional working models are being Moreover, the analysis showed that culture
the team, and higher scores within the challenged and will continue to be challenged RYHUDOOVLJQL¿FDQWO\LPSDFWHGHYHU\RWKHU
Relationships/Communication scale. by the next generation. wellbeing domain that we measured with
the other strongest relationships being
One of the strongest correlations we saw Leadership, Lifestyle, and Relationships/
across all the wellbeing domains was between Environment &RPPXQLFDWLRQ7KHVH¿QGLQJVGHPRQVWUDWH
Culture and Leadership. This is expected and that if successful and positive culture change
is well-documented, the reason being that LVDFKLHYHGWKHEHQH¿WVWRRYHUDOOZHOOEHLQJ
leaders create and reinforce the norms and can be monumental.
behaviours that are expected within a culture. Key Finding 4
Given the importance of work-life balance to
RIWKRVH
positive working behaviours and productivity/
Key Finding 2
50% VXUYH\HGIHOWWKDW
growth of the business, managing workload
their organisation
to realistic levels is essential and needs to be
RIWKRVHVXUYH\HGZRXOGQRW has a positive
reinforced by senior leadership.
Organisation recommend their organisation as
DJUHDWSODFHWRZRUN2XWRIWKHVH
LQÀXHQFHRQWKHLU
happiness.
GLGQRWIHHOYDOXHGDW
ZRUNDQGIHOWWKDWHPSOR\HH
Key Finding 1 ZHOOEHLQJZDVQRWSDUWRIWKHLU As noted above, Happiness is a key indicator
RUJDQLVDWLRQ¶VPLVVLRQYLVLRQDQG of positive individual wellbeing, so it isn’t
53% said the or business objectives. surprising therefore that happy employees
LPSRUWDQFHRI
support a positive working environment and
employee health
culture.
DQGZHOOEHLQJ
ZDVFRQVLVWHQWO\
UHÀHFWHGLQVHQLRU
Culture
Key Finding 5
OHDGHUV¶DFWLRQV
A sense of purpose at work and feeling valued 11% cite that the organisation
LVQRWRQO\EHQH¿FLDOIRULQGLYLGXDOZHOOEHLQJ takes proactive measures to make
but it also affects the successful growth of VXUHWKDWWKHHPSOR\HH¶VZRUNORDG Key Finding 7
Leadership the business as it is the people who make the LVUHDOLVWLFµDOORIWKHWLPH¶ZLWK RIUHVSRQGHQWVZHUHQRW
business, and it is also the people and teams HLWKHUFLWLQJWKDWLWGRHVQ¶W sure or did not agree that the
in the business which attract talent. happen, or they are unsure. organisation takes action to prevent
7KHLPSRUWDQFHRIOHDGHUVKLS KDUPWRHPSOR\HHVIURPDEXVH
behaviours in promoting harassment, discrimination and
ZHOOEHLQJVKRXOGQRWJR Key Finding 3 violence.
Key Finding 6
unnoticed. Leaders may be IHHOWKH\
WDONLQJDERXWZHOOEHLQJEXWQRW 68% have the right 56% said that senior
OHDGHUVKLSUHLQIRUFHG
committing to it themselves.
OHYHORIDXWRQRP\ 56% the importance
Given the detrimental impacts that abuse,
DWZRUN harassment, discrimination and violence in
RIWDNLQJUHJXODU the workplace can have on individuals, teams
breaks and ensuring and the organisation as a whole, there is
Leadership had on some of the other
DKHDOWK\ZRUNOLIH a real need to ensure the policies in these
wellbeing domains that we measured, we As with having a sense of purpose and feeling
EDODQFHPRVWRUDOORI areas are more than words but are displayed
found that those who reported positive valued, autonomy at work is known to drive
the time. through actions and behaviours.
leadership scores also reported higher levels greater levels of creativity.
18 19The Channel Islands' Wellbeing Report 2021
.H\&RQVLGHUDWLRQVIRU(PSOR\HHV
:KDWGRWKHVH¿QGLQJV
PHDQIRUHPSOR\HHV" For everyone to be resilient, manage stress and be happy and thrive, the wellbeing of self
needs to be prioritised by embracing healthy habits and practising self-care. Now is the time
to catch it, challenge it, change it and be it!
Commitment is Key 7KH+ROLVWLF1DWXUHRI:HOOEHLQJ
The research on the wellbeing of self is clear The foundations of optimal wellbeing as it
in that when the employee takes personal applies to the self, involves individuals going 1
3
responsibility for their own wellbeing and on a path of continuous self-improvement
commits to a healthy lifestyle, they are more in the areas of physical, mental, social and Catch It
Change It
resilient, suffer from less stress, have greater spiritual health. Everyone has a personal Develop self-awareness of
wellbeing and overall happiness. This is responsibility to look after their own wellbeing behaviour not Be open to making changes
VKRZQLQWKHVHUHVHDUFK¿QGLQJV+RZHYHU wellbeing, spot the signs of poor wellbeing conducive to optimal by adopting a growth mindset.
true wellbeing doesn’t start and end with and avoid burn-out. Employees also need to wellbeing and aim to 2 For those who are not
the self, and both team, organisations and feel safe in voicing their needs and concerns understand it. thriving, aim to identify
society at large also play a fundamental part and be enabled to speak up to employers if Challenge It the root causes of poor
in fostering one’s individual wellbeing. tasks, autonomy, or sense of purpose are not Work to challenge unhealthy wellbeing and act
conducive to healthy workplace behaviours. habits and consider healthy quickly.
When individuals are committed to their ,WPDNHVDOOWKHGLIIHUHQFHWRSHUVRQDO swaps. Understand the impact
own wellbeing, the research shows that wellbeing when work activities are balanced ‘team’ and ‘organisation’ have 4
people can, to a degree, thrive despite and purposeful. on the wellbeing of 'self' and
their circumstances and/or environment.
work in alignment with Be It
However, when organisations are successful Findings of this research show that the
personal values and
in supporting a healthy workforce and current status of wellbeing in the Professional Commit to bringing your
beliefs.
maintaining a culture which promotes 6HUYLFHVVHFWRULQWKH&,LVQRWLGHDO best self to work and to
wellbeing, the conditions are more likely to Employees within the sample are moderately life. Be a role model for
produce happier and healthier individuals, stressed, their resilience is average at best living a healthy life
as well as more productive and engaged and overall, they are not as happy as their for yourself and
employees. Likewise, if employees are not peers in comparison to research populations others.
ready for change, workplace wellbeing efforts around the world (Subjective Happiness
fall on deaf ears, making any wellbeing Scale general population data). This is in
initiatives prone to being ineffective. A many ways not surprising when correlated
key part of behavioural change is that the with low lifestyle and lack of work-life
receiver is in a state of readiness for the balance scores. Left unchanged, this scenario
message to be heard. potentially poses an increased risk to overall
personal wellbeing.
7KH,PSRUWDQFHRI6HOI&DUH
Employees must take personal responsibility
to look after themselves, to commit to
self-care and develop the skills, resources
and attitudes to bring the best version of
themselves to both work and life. An intrinsic
desire to want to be healthy for its own sake
is critical - ongoing wellbeing depends on it.
20 21The Channel Islands' Wellbeing Report 2021
What Do These Findings Mean For 2QHRIWKHPRVWVLJQL¿FDQWFRQFOXVLRQVWKDW
can be drawn from this research is that it is “The three biggest
(PSOR\HUV" important to conceptualise the wellbeing of
workers holistically in order to allow for the
wellbeing challenges
interconnections between work-related and organisations will face in
QRQZRUNUHODWHGLQÀXHQFHVDQGLPSDFWV the next 12 months are (i)
7KHQHHGWRSULRULWLVHZRUNSODFH 7KHYDOXHRIHYLGHQFHEDVHG Links between mental health illness and the balancing of returning
dietary and physical activity behaviours
ZHOOEHLQJQRZ approaches WRWKHRI¿FHDQGZRUNLQJ
are well-known, and recent studies have
indicated there might also be a link between from home, (ii) that people
The global research on organisational wellbeing ,WLVLPSRUWDQWWKDW&,RUJDQLVDWLRQVLQFUHDVH
is clear. To have a productive and thriving their existing evidence base surrounding the depression and musculoskeletal disorders70. now feel empowered to talk
workforce and to continue to develop impactful effects of workplace health and wellbeing This suggests that interventions should build about their mental health
in multidimensional outcomes (physical and
organisations, people need to be well. The programmes on employees. The research and businesses who have
mental) as well as incorporate multiple levels
long-term effects of poor wellbeing results in demonstrates that health in the workplace not invested in wellbeing
and components. However, more research
people, teams and organisations who are sick and indirectly productivity is affected by: (i)
is needed to ascertain optimal ways of will be on the back foot,
and who risk burn-out. The road back from things that employees bring with them to
burn-out is long, arduous and extremely costly the workplace: personal resources, health
combining and operationalising components and (iii) organisations need
when developing multi-component to actively consider and
to the organisation’s bottom line. practices, beliefs, attitudes, values and
interventions. Future research should also
hereditary endowments (ii) what the workplace
focus on determining appropriate multi-
EXGJHWDSSURSULDWH¿QDQFHV
Whilst this research report highlights areas does for employees once they are there: the
component interventions that have a long- to meet the wellbeing needs
of good practice, organisations within organisation of work in both the physical and
WKH&,3URIHVVLRQDO6HUYLFHVVHFWRUKDYH psychosocial sense and how this impacts on the
term impact. and expectations of their
improvements to make in fully developing interaction between the physical environment people.”
Targeting individual behaviour may also
inclusive wellbeing strategies, which not and the psychosocial environment (e.g. work
require interventions to expand their remit
only lead to better engagement but promote culture and climate). Hugo Forrester
beyond the workplace to include commuting
development of the entire self. The sample Mind Jersey
and lifestyles more generally.
ranked their wellbeing with ‘Team’ performing 7KH¿QGLQJVRIWKLVUHSRUWDOVRLQGLFDWH
best, then ‘Self‘, with ‘Organisational WKHIROORZLQJ
wellbeing’ scoring the least.
2XU¿QGLQJVVXJJHVWDVXEVWDQWLDOSHUFHQWDJH 1 ,GHQWLI\LQJKLJKULVNLQGLYLGXDOV
of the workforce overall perceiving their and developing tailored
wellbeing to be within a healthy range, but… LQWHUYHQWLRQVZLOOLQFUHDVH
a similar percentage do not. success rates;
2 A participative approach to
)LQGLQJWKHURRWFDXVHVRISRRU intervention development is
ZHOOEHLQJ EHQH¿FLDODQG
Further exploration into the underlying 3 Interventions that target
causes for current stress levels, lower than organisational cultures
average resilience levels and happiness DQGSUDFWLFHVWKHZRUN
scores is needed. Organisations will have to HQYLURQPHQWDVZHOODV
consider their role modelling of wellbeing WKHLQGLYLGXDO¶VEHKDYLRXU
behaviours, their cultural practices, and the ZLOOSURGXFHPRUHHIIHFWLYH
promotion of work-life balance, to name interventions.
a few.
22 23The Channel Islands' Wellbeing Report 2021
.H\&RQVLGHUDWLRQVIRU(PSOR\HUV
1 Strong professional relationships
could potentially be enhanced by
the development of inter-personal
skills, so that team members can
effectively assist one another.
2 The management of poor
performance within teams needs
to be handled in a quick and
professional manner, to enhance
6HOI levels of trust.
3 Linked to one of the ‘Self’
considerations, appropriate
coaching should be provided to
Team all teams to help them be best
placed to cope with managing
GLI¿FXOWHPRWLRQVDQGRYHUFRPLQJ
obstacles.
1 Regularly assess wellbeing across
1 Aspects of Self (lifestyle, stress, resilience and happiness) should be
the organisation to identify areas
measured as part of ongoing staff development and as a regular wellbeing
for improvement, looking at the
check.
correlations between Self, Team
and Organisational wellbeing.
2 Regular and consistent provision for stress management and the
maintenance of resilience by way of coaching, therapy and 1/1 mentoring
2 Lead by example and ensure
needs to be offered with the understanding that this should not be
Managers are appropriately trained
implemented in isolation. This is not dealing with the root causes of stress to demonstrate positive wellbeing
and or drains in resilience and this must be investigated for wellbeing behaviours.
interventions to be of maximum value.
3 Regularly review and challenge
3 Acknowledge the role lifestyle, work role and work-life balance, play on cultural norms and behaviours and
happiness and overall engagement and assess on a regular basis via line aim for clarity of purpose for all
management and team purpose for all employees of the organisation. employees of the organisation.
Organisation
24 25The Channel Islands' Wellbeing Report 2021 The Channel Islands' Wellbeing Report 2021
The Changing Landscape
2I:HOOEHLQJ$W:RUN
Workplaces are about to make (if not
It is critical for the health of already) some of the biggest cultural
decisions they may ever make; decisions that
our organisations and the
could fundamentally change our workplaces
future success of our and the ways in which we engage and value
economy that we RXUZRUNLQJOLYHV,WLVWKHUHIRUHFULWLFDOIRU
understand the current the health of our organisations and the future
success of our economy that we understand
state of play of wellbeing
the current state of play of wellbeing in our
in our islands. islands.
Section 1 While there is unequivocal evidence of the
Wellbeing Q :KHUH$UH:H1RZ"
power of workplace wellbeing initiatives,
the unfortunate reality is that too many
individuals, teams and organisations
Preface and context WKHODVW\HDUHQJDJHGLQDGHHSO\VLJQL¿FDQW
continue to ignore the importance and
profound impact of wellbeing. There is often
SHULRGRIUHÀHFWLRQDQGUHHYDOXDWLRQ an awareness that something is wrong, or
The pandemic has challenged pre-held that the culture ‘could be better’, but many,
assumptions in terms of how our values often through the volume of demands on
and belief systems align to the people and their time, are either ignoring the problem
organisations we work with, and raised or making best intended corporate wellness
much-needed debate on the culture of the changes but without the evidence base
workplace we wish to belong to 4. These behind the decisions.
circumstances have provided a chance to
slow down, pause, and consider what the
world of work means to us.
The immediate and physical change to our
working environment that we experienced
when the world entered lockdown was so
profound that it is no surprise that ‘working
from home’ became one of the most talked
about content pieces of 2020. One of the
EHQH¿WVWRWKLVFKDQJHKRZHYHUZDVWKDWLW
moved the discussion about wellbeing to the
forefront and accelerated the realisation of its
importance.
26 27The Channel Islands' Wellbeing Report 2021
Q :KDW'RHV7KH8.5HVHDUFK6D\" Q :KDW'RHV7KH&KDQQHO,VODQGV5HVHDUFK6D\"
Evidence based research highlighting the case for investment in wellbeing at work is Prior to this report, wellbeing research on companies and employees in the Channel
PRXQWLQJ7KHUHLVDVLJQL¿FDQWDPRXQWRIUHVHDUFKQRZDYDLODEOHRQ8.ZRUNHUVIRUDOONH\ ,VODQGVZDVVFDUFH7KHFRPPRQSHUFHSWLRQLVWKDW*XHUQVH\DQG-HUVH\ZRUNHUVDQG
ZHOOEHLQJPHDVXUHV7KLVRIIHUVDEDVHOLQHIRUFRPSDULVRQWRWKHVWDWXVRIZHOOEHLQJLQWKH&, residents enjoy a quality of life that is of a higher standard than their UK counterparts.
However, recent local research indicates that the general populations of each Bailiwick are
also facing considerable health and wellbeing challenges.
Guernsey According to the Guernsey and Alderney Wellbeing Survey
Women reported
of all islanders less activity than
56% are overweight men. This is more
or obese pronounced in the
RXWRI RXWRI under 35s
UK companies UK employees
currently have a stand-alone reported feeling resilient at
wellbeing strategy / formal the start of the pandemic 6
wellbeing programme 5
64% 81%
x2
RXWRI
Islanders Levels of low mental
wellbeing have doubled
RI8. RI8. rate their sleep quality as poor since the 2013 survey
employees employees
reported that their stress said that they had a ‘poor’
levels had increased since or ‘low’ state of mind 8
before the pandemic 7
28 29The Channel Islands' Wellbeing Report 2021
Q Where Does Mental Q What About Working
Jersey The 2020 Jersey Opinions & Lifestyle Survey Report found that: Health Fit When We )URP+RPH"
7DON$ERXWµ:HOOEHLQJ¶" 'HVSLWHPDQ\RIWKHEHQH¿WVFLWHGDURXQG
working from home16, the negative impact
the Josh Bersin HR Academy14, the topic of on employees as a result of organisations
mental wellbeing ranks highest in importance having to adopt radical work from home
for both HR professionals and their models has been well documented17. The
employees, yet a third of HR professionals potential blurring of boundaries between
still feel uncomfortable talking about work and life in those working from home is
mental health challenges at work. Many HR a key concern for employees and this concern
RXWRISHRSOH professionals also say their companies are DSSHDUVWREHJURZLQJWKHORQJHU&29,'
ready for mental health initiatives but have restrictions exist. The longer-term impact of
reported having a long-term physical or mental health condition this on physical, mental and social wellbeing
not started to implement one. When asked
ZK\VHQLRU+5¿JXUHVFLWHG cannot be overlooked. A 2021 working from
home study18 has cited that employees' work/
life balance has become progressively worse
as a consequence of working from home.
1 DODFNRI+5LQIUDVWUXFWXUHWR As a result, employees are looking to their
62% 60% 51% implement such initiatives; employers to help ’clear the clutter’ out of
work and give them time to focus on their
2 DODFNRIOHDGHUVKLSVXSSRUW jobs and their personal day to day wellbeing.
of those said of respondents of adults said that 3 VWLJPD RUVHHPLQJGLVLQWHUHVW
that it affected indicated that they their life had got DURXQGPHQWDOZHOOEHLQJ DQG Q Where does this leave
their day-to-day were anxious, with worse since the XV"
activities a ‘low’ or ‘very low’ &29,' RXWEUHDN 4 too many other programs to
rating accommodate. Wellbeing services encompass everything
from diet, exercise, sleep, mental focus,
stress management, psychological support,
family coaching, leadership development,
Despite huge advancements in new that they are working considerably more Moreover, the costs associated with not ¿QDQFLDOOLWHUDF\DQGPXFKPRUH,WLV
technology, automation tools and resources hours but that they are sleeping less too addressing employees’ mental health imperative for the future that wellbeing
intended to make our working lives easier, we 13
,WLVWKHUHIRUHQRVXUSULVHWKDWDVWKH issues - from lower motivation and work programme decisions are based on fact
VWLOORIWHQ¿QGZRUNSODFHVWKDWDUHVWUHVVHG9 pandemic has continued, we have seen productivity, to increased referrals to mental rather than opinion. Although the do's
and have overwhelmed employees 10. People increasing effects on emotional wellbeing in health services - has a considerable global and dont's associated with the design and
are working more hours, with employees in the workforce. impact with a prediction to exceed £6 trillion implementation of a coherent wellbeing
the UK working some of the longest hours by 203015. Mental health occurs along a strategy could be debated, what is widely
per week in Europe 11 and putting in more Employee surveys are demonstrating that the continuum, with thriving and positive mental accepted is that wellbeing is critical for
than £32 billion worth of unpaid overtime12. biggest concerns to employees as we move health on one end and serious mental productivity.
This demonstrates that the pressure on onwards are maintaining positive mental LOOQHVVHVDWWKHRWKHU,QEHWZHHQWKHUHDUHD
employees is mounting. health and a healthy work-life balance, range of conditions that vary in intensity and
both of which, when not managed, lead to impact that employers need to understand
7KH&29,' FULVLVKDVKHLJKWHQHGWKHVH employee disengagement and ultimately and support.
problems, with employees not only citing employee burn-out.
30 31The Channel Islands' Wellbeing Report 2021
:KDWLV:HOOEHLQJ"
We appreciate that the term ‘Wellbeing’ $FFHSWLQJWKDWZHOOEHLQJLVDEURDGGH¿QLWLRQ
means different things to different people. to assess happiness, health, stability, purpose
Therefore, it’s imperative that we clearly and meaning in one’s life, we depict its broad
outline our philosophy on what it means to us nature in our wellbeing wheel with each
WREHZHOOKRZZHGH¿QHGZHOOEHLQJLQWKH part of the wheel representing one aspect
VWXG\DQGKRZRXUGH¿QLWLRQRIZHOOEHLQJLV of wellbeing. We believe that for people to
linked to increased productivity. The following live and work well, that the health of each
pages provide a summary of the background aspect of the wheel has importance, as each
as to why we have chosen to focus on nine SDUWLQÀXHQFHVDQGLPSDFWVZHOOEHLQJERWKDW
aspects of wellbeing. home and at work, and overall productivity,
innovation and contribution. We do however
acknowledge that wellbeing is highly personal
Q :KDW'RHV 6HOI 7HDP
and individualistic, thus the contribution of
And 'Organisation' Mean each part of the wheel in helping someone
,Q7KLV&RQWH[W" to thrive may differ from person to
person, team to team and organisation to
,QUHYLHZLQJWKHJOREDOOLWHUDWXUHRQ
organisation.
corporate wellbeing, it became apparent
that future analysis should encompass not
just the organisation as a whole but also the
ZHOOEHLQJRIWHDPVDQGLQGLYLGXDOV,QRUGHU “It’s absolutely imperative
for an organisation to be healthy, then its that we consider what
teams need to be healthy. For teams to be
wellbeing sounds and
healthy, the employees need to be healthy.
looks like for businesses
We also see this holistically in that all levels
have to function to enable us to work and live and organisations, so
well. Using the metaphor of cogs in a wheel, it’s not seen as a throw
if one cog breaks then the machine grinds to away word... If we don’t
a halt. For example, if an organisation has
do something, we will
a poor culture, then its teams and people
ZLOOVXIIHU,IFRPPXQLFDWLRQZLWKLQDWHDP have real issues with
consists of making demands and punishing presenteeism and the
mistakes, the individual employee will suffer. cost to businesses and
,ISHRSOHLQWKHRUJDQLVDWLRQGRQRWDOVRWDNH
humankind will be vast.”
responsibility for their own wellbeing practice,
then we cannot expect to develop teams
and organisations. The global literature on Lee Bennett
wellbeing supports the notion of the holistic Mental Health Professional
essence of workplace wellbeing19.
32The Channel Islands' Wellbeing Report 2021
6HOIFDUHDWLWVPRVWVLPSOLVWLFGH¿QLWLRQ Resilience and stress are extrinsically linked,
“A lot of people have includes behaviours, activities and skills with increased resilience correlating with
used to take care of oneself. Within every lower stress levels22. When one does not
forgotten about self-
individual, there are many different have a sense of resilience this in turn makes
compassion – how to be dimensions. Our lifestyle measure in our one susceptible to stress, and long-term
good to themselves and survey represents these dimensions in stress can lead to unhealthy behaviours. As
¿QGLQJDVSDFHWRGRVR considering social, inner/spiritual, physical research is demonstrating that people are
and mental health. VXIIHULQJIURPJUHDWHUVWUHVVVLQFH&29,'
Wellbeing is about affording
it was an important construct to measure.
yourself that space and not While stress is not a dimension of optimal
feeling guilty about it.” wellbeing, it is included as it is one of the
“It’s about being aware key symptoms of poor physical and mental
Dr Philippa Venn of the different factors wellbeing.
Cleveland Clinic that keep me well and
also about how I keep 3 Happiness
1 /LIHVW\OH
these factors topped up.
The foundation of wellbein ng starts with
Personal insight, values and Happiness is critical to wellbeing and often
awareness are key aspects under-represented in both workplace
personal self-care. Our inddividual health is
wellbeing measures and strategies.
the bedrock from which everything else in too. It’s not one single Happiness helps to create balance in terms
life is built upon. How we treat and care for thing - essentially for me of the dimensions of wellbeing. People who
ourselves directly correlattes to our ability
wellbeing is ensuring that are happier are more able to work and live
to cope with the stress annd demands of
I feel authentic and true to well with greater outcomes in terms of
everyday work and life. That may seem
satisfaction with life23,WLVIRUWKLVUHDVRQ
simple, but for many peop ple, a commitment my values.”
that happiness features in our wellbeing
to self-care (actions/behaaviours which
model and satisfaction with life measured as
improve wellbeing) is ofteen overlooked or Hugo Forrester an outcome. The global literature also points
neglected. We all have a rresponsibility and Mind Jersey to the environment and lifestyle being crucial
duty of care to ourselves; we cannot look
IDFWRUVLQSURPRWLQJKDSSLQHVV,QWHUPVRI
after others if we do not look after ourselves.
happiness at work, there is a large body of
Against the backdrop of inncreasingly blurred 2 Resilience and Stress
6HOI boundaries between work k and non-work, a
recent study showed that employees who
Good health is more than the absence of
literature, which points to task autonomy24,
YDULHW\DQGVLJQL¿FDQFH25 and feeling valued26
as major contributors of overall happiness.
VFRUHGKLJKRQ:RUN7R/LIH,QWHJUDWLRQ
,QUHYLHZLQJWKHDYDLODEOH VLFNQHVV,QWKHVSLULWRIRXUKROLVWLFYLHZ ,WZDVWKHUHIRUHFULWLFDOWKDWZHPHDVXUHG
Enactment reported less rrecovery activities
of wellbeing, we believe that a focus on happiness as a part of overall wellbeing.
OLWHUDWXUHRQ6HOIWKUHH and, in turn, were more e exhausted and
building resilience which addresses how one
LQGLYLGXDODVSHFWVRI experienced less work-lifee balance20. Self-
thinks (cognitive), how one feels (affective)
care and boundary manag gement are essential
ZHOOEHLQJSHUWDLQLQJ and how one behaves (self–regulatory) is
aspects of an effective daily wellbeing
WRWKHLQGLYLGXDOZHUH practice.
critically important to enable us to assess
chosen based on their RXUFDSDFLW\IRUÀRXULVKLQJZKHQIDFHGZLWK
uncertainty and change. The research is clear
VWUHQJWKRIDVVRFLDWLRQ in that resilience is one of the core constructs
in predicting optimal of positive organisational behaviour21.
ZHOOEHLQJ /LIHVW\OH
Resilience and Stress,
and Happiness.
34 35The Channel Islands' Wellbeing Report 2021
Volume Of Communication, (ii) Expectations
2 Relationships Of Constant Connectivity, (iii) Quality Of
"Collaboration has become
Communication, (iv) Adaptation To New
more complex, with many Professional relationships within our
Communication Tools, and (v) Technical
RI¿FHZRUNHUVIHHOLQJOHVV organisation are like our lungs; they breathe
Problems were considered detrimental to
life into all our actions, providing the means
connected through working wellbeing30.
by which connections and networks are
from home29." created and fostered. These three aspects therefore play a crucial
and ubiquitous role in the wellbeing of
Collaboration has become more complex,
our teams and departments, and greatly
ZLWKPDQ\RI¿FHZRUNHUVIHHOLQJOHVV
LQÀXHQFHRXUSHUVRQDODQGRUJDQLVDWLRQDO
We can grasp the concept of wellbeing for connected through working from home29.
wellbeing too. Gaining insights into the health
the organisation (the corporate body) and Has the changing pattern of work led to
of Trust, Relationships and Communication is
for ourselves (our personal body) though for increasing numbers of people feeling that
a win-win.
WHDPVLWLVQRWVRFOHDU,WLVLPSRUWDQWWR they are ‘on-demand’ rather than fostering
consider the health of our teams, they are SRVLWLYHSURIHVVLRQDOUHODWLRQVKLSV"%HQH¿WV Such insights can...
the beating heart of our o organisations, and in improving the performance of teams can
each beat of that heart ne eeds to be strong, be gained through close consideration of
coherent and healthy to s sustain the life of the strength of professional relationships,
each business. IRXQGHGRQWUXVWDQGWKHÀRZRILQIRUPDWLRQ • help businesses determine
facilitated by communication. ZKHUHWKH\KDYHDGXW\DQG
As part of our survey, we c chose three aspects responsibility to assist in
of the dynamics of teams in evaluating 3 Communication ZHOOEHLQJSROLFLHVDQGLQLWLDWLYHV
wellbeing and, while this rrationale is backed and;
with research, it may help
p to also consider the Clear communication is pivotal for the
connection of these factors and how they link wellbeing of teams and in that sense is so • SRWHQWLDOO\SURYLGHHDFKRIXV
to the heart of our organissations - our teams. closely linked to the heart that we can see ZLWKDJUHDWHUVHQVHRIKRZRXU
communication as being the circulation SHUVRQDODFWLRQVFDQLQIRUPDQG
1 Trust RIWKHRUJDQLVDWLRQ,QLQGLYLGXDOVSRRU LPSURYHWKHZHOOEHLQJRIRXU
circulation correlates with many lifestyle- colleagues.
,IWKHWHDPLVWKHKHDUWRIIWKHFRPSDQ\ related illnesses and the comparison holds
then trust is the nervous system of the body true when considering organisations. Poor
Team corporate, feeling, sensing
g and responding
to every subtle aspect of our environment
communication is a symptom of a potential
host of problems for companies to address.
countless times each day and often without
7KHLPSRUWDQFHRIWKH our conscious control. The increasing global shift towards digital as
ZHOOEHLQJRIWHDPVFDQQRW WKHPHDQVRIFRPPXQLFDWLRQGRHVLQÀXHQFH
Trust engenders collabora ation - from problem DQGDIIHFWZHOOEHLQJ,QDUHFHQWVWXG\RQWKH
be underestimated but
solving to innovation - thrrough permitting implications for wellbeing at work, only one
LVRIWHQRYHUORRNHG7KH the expression of differingg thoughts, ideas of six characteristics of digital communication
three most important and perspectives from all team members27. VWXGLHGµ)OH[LELOLW\,Q&RPPXQLFDWLRQ¶ZDV
DVSHFWVIRUUHYLHZDUH Research has shown that levels of trust felt to support wellbeing. All the others, (i)
Trust, Relationships and between team members is associated
with ‘attitudinal commitment’; a sense of
Communication. identity, involvement and belonging. Trust
is also positively related w
with perceived task
performance and with tea am satisfaction28.
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