Step 1: Analyse your starting point

Before designing your strategy, assess where you stand. What you do now Review existing wellbeing initiatives Audit policies and procedures for wellbeing considerations Assess available resources and internal expertise Map wellbeing‑related data (absence, turnover, engagement surveys) What you need to do Identify gaps and priority risks Understand specific wellbeing needs in your workplace Determine resource requirements Set realistic timelines Priority wellbeing gaps Mental health support Stress management Return‑to‑work processes Manager capability and confidence

Step 2: Choose your management approach

The most effective wellbeing strategies follow the structure of an OSH management system. Policy and planning phase Develop a wellbeing commitment statement Create a wellbeing policy aligned with OSH policy Set objectives and targets Assign roles and responsibilities Implementation phase Roll out wellbeing assessment tools Train managers and supervisors Introduce support services Communicate clearly and consistently Monitoring and measurement Track wellbeing indicators Measure programme effectiveness Gather worker feedback Monitor return on investment Review and improvement Analyse results and trends Update the strategy Share successes and lessons Plan next phases

Step 3: Secure organisational commitment

Visible, vocal senior support is essential Leadership buy‑in Build the business case around: reduced absence and turnover improved productivity better reputation and recruitment legal compliance and risk reduction Resource allocation dedicated wellbeing budget allocated staff time for coordination training and development external expertise where needed Policy integration Embed wellbeing into: health and safety policy HR policies risk assessment procedures incident reporting and investigation

Step 4: Develop comprehensive action plans

Immediate actions (0–3 months) Deliver manager awareness training Implement stress risk assessments Introduce employee assistance programmes Launch wellbeing communication campaigns Medium‑term actions (3–12 months) Roll out wellbeing assessments Establish peer support networks Improve return‑to‑work processes Strengthen reasonable adjustments procedures Long‑term actions (12+ months) Evaluate culture change Provide advanced manager development Integrate wellbeing metrics Work towards external recognition or reporting

Step 5: Implement risk management and control

Conduct a wellbeing risk assessment to identify factors that may negatively impact wellbeing, such as: workload and time pressure role clarity job security concerns relationships and support organisational change physical environment Hierarchy of control for wellbeing Eliminate – remove wellbeing hazards where possible Reduce – minimise exposure to risks Control – implement systems to manage ongoing issues Support – provide individual adjustments and assistance Assessment tools HSE Management Standards worker wellbeing surveys focus groups professional wellbeing assessments manager observations

Step 6: Monitor, measure and report

KPIs may include: mental health‑related absence turnover rates engagement scores wellbeing assessment results support service usage Regular monitoring monthly dashboards quarterly trend analysis annual wellbeing review continuous feedback capture Reporting leadership briefings board‑level updates inclusion in sustainability reporting documentation for compliance

Supporting neurodivergent workers in OSH practice

A clear, practical guide to help OSH professionals put workplace wellbeing at the heart of their strategy and create meaningful, lasting improvements for their workforce.

Why workplace wellbeing matters more than ever

Workplace wellbeing is no longer a “nice to have” – it is a strategic necessity. Organisations that fail to protect their workers’ wellbeing face significant costs through lost productivity, increased absence and reputational harm.

As an OSH professional, you are well placed to lead this work. Your experience in risk assessment, systems and workforce protection gives you the foundation to shape an effective wellbeing strategy.

The business case is clear

Poor mental health costs the UK economy £117.9 billion each year
Organisations with engaged employees achieve 23% higher profitability
86% of employees say workplace wellbeing directly affects performance

What is workplace wellbeing?

IOSH defines wellbeing as:

“An individual's holistic state that encompasses both current mental and physical health circumstances based on influential factors.”

Wellbeing is shaped by a combination of:

Psychological factors – stress, job satisfaction, work–life balance
Physiological factors – physical health, energy levels, sleep quality
Work‑related factors – workload, culture, management support
Personal factors – family responsibilities, finances, health conditions

Wellbeing is personal. What impacts one worker may not affect another. A good strategy must be flexible enough to support diverse needs while structured enough to deliver meaningful change

The wellbeing influence model

Workplace wellbeing operates across interconnected levels:

Individual level

Personal and work‑related factors directly influence a worker’s wellbeing.

Team level

Collective wellbeing is shaped by the wellbeing of individual team members.
Team behaviours, communication and workload can amplify or reduce stress.

Organisational level

Culture is influenced by individual and team experiences.
Policies, procedures and leadership behaviours shape wellbeing outcomes.

External level

Reputation is shaped by how well you support workers.
Supplier, partner and recruitment relationships are influenced by your wellbeing culture.

This layered model highlights why wellbeing must be approached strategically – reactive responses achieve limited impact.

How to build your wellbeing strategy: Step‑by‑step

Before designing your strategy, assess where you stand.

What you do now

Review existing wellbeing initiatives
Audit policies and procedures for wellbeing considerations
Assess available resources and internal expertise
Map wellbeing‑related data (absence, turnover, engagement surveys)

What you need to do

Identify gaps and priority risks
Understand specific wellbeing needs in your workplace
Determine resource requirements
Set realistic timelines

Priority wellbeing gaps

Mental health support
Stress management
Return‑to‑work processes
Manager capability and confidence

The most effective wellbeing strategies follow the structure of an OSH management system.

Policy and planning phase

Develop a wellbeing commitment statement
Create a wellbeing policy aligned with OSH policy
Set objectives and targets
Assign roles and responsibilities

Implementation phase

Roll out wellbeing assessment tools
Train managers and supervisors
Introduce support services
Communicate clearly and consistently

Monitoring and measurement

Track wellbeing indicators
Measure programme effectiveness
Gather worker feedback
Monitor return on investment

Review and improvement

Analyse results and trends
Update the strategy
Share successes and lessons
Plan next phases

Visible, vocal senior support is essential

Leadership buy‑in

Build the business case around:

reduced absence and turnover
improved productivity
better reputation and recruitment
legal compliance and risk reduction

Resource allocation

dedicated wellbeing budget
allocated staff time for coordination
training and development
external expertise where needed

Policy integration

Embed wellbeing into:

health and safety policy
HR policies
risk assessment procedures
incident reporting and investigation

Immediate actions (0–3 months)

Deliver manager awareness training
Implement stress risk assessments
Introduce employee assistance programmes
Launch wellbeing communication campaigns

Medium‑term actions (3–12 months)

Roll out wellbeing assessments
Establish peer support networks
Improve return‑to‑work processes
Strengthen reasonable adjustments procedures

Long‑term actions (12+ months)

Evaluate culture change
Provide advanced manager development
Integrate wellbeing metrics
Work towards external recognition or reporting

Conduct a wellbeing risk assessment to identify factors that may negatively impact wellbeing, such as:

workload and time pressure
role clarity
job security concerns
relationships and support
organisational change
physical environment

Hierarchy of control for wellbeing

Eliminate – remove wellbeing hazards where possible
Reduce – minimise exposure to risks
Control – implement systems to manage ongoing issues
Support – provide individual adjustments and assistance

Assessment tools

HSE Management Standards
worker wellbeing surveys
focus groups
professional wellbeing assessments
manager observations

KPIs may include:

mental health‑related absence
turnover rates
engagement scores
wellbeing assessment results
support service usage

Regular monitoring

monthly dashboards
quarterly trend analysis
annual wellbeing review
continuous feedback capture

Reporting

leadership briefings
board‑level updates
inclusion in sustainability reporting
documentation for compliance

Common challenges and how to overcome them

"We don’t have the expertise.”

Solution: Build capability gradually

use free HSE tools
partner with occupational health
access IOSH resources
collaborate with HR

“Management won’t invest.”

Solution: Strengthen your business case

quantify current wellbeing costs
benchmark performance
offer phased implementation options
demonstrate early wins

“Workers won’t engage.”

Solution: Prioritise consultation

co‑design your strategy
ensure confidentiality
demonstrate leadership commitment
celebrate progress

“We can’t measure wellbeing effectively.”

Solution: Use mixed methods

combine qualitative and quantitative data
track leading and lagging indicators
use validated tools
focus on trends, not exact numbers

Making it work: Implementation success factors

Strong leadership commitment

visible support
clear accountability
regular updates
protection of wellbeing resources

Collaborative approach

cross‑functional steering group
worker involvement
union engagement where applicable
external expertise

Systematic implementation

phased rollout
clear timelines
regular progress checks
flexibility to adapt

Continuous improvement

frequent strategy reviews
learning from experience
keeping up with best practice
encouraging innovation

Your next steps

Immediate actions

complete a wellbeing audit
present the business case
start your wellbeing strategy framework
access training and development

Useful resources

HSE Management Standards
IOSH wellbeing competency framework
Mental Health First Aid programmes
professional assessment tools

Remember: Implementing a wellbeing strategy is a marathon, not a sprint. Build foundations, progress step by step and celebrate success along the way.

Related IOSH courses and qualifications

IOSH Managing Safely – identify wellbeing hazards and implement controls
IOSH Working Safely – build safety culture and worker engagement
IOSH Level 6 Diploma – strategic wellbeing and occupational

Join the conversation

Connect with OSH professionals through:

IOSH LinkedIn groups
local branch events
wellbeing communities of practice
the IOSH annual conference

Share successes, challenges and learning with others implementing wellbeing strategies.

Ready to advance your health and safety career?

Join IOSH today to access exclusive resources, networking opportunities and support for your professional development journey.

Frequently asked questions

A workplace wellbeing strategy is a structured approach to improving workers’ mental, physical and organisational wellbeing. OSH professionals are well placed to lead this because they already assess risk, manage systems and understand workforce needs.

An effective assessment involves auditing existing wellbeing initiatives, reviewing policies, analysing data such as absence and turnover, and identifying gaps around mental health support, stress and manager capability.

Successful strategies follow an OSH‑style management system: setting policy and objectives, training managers, launching support services, monitoring wellbeing indicators and continuously reviewing and improving progress.

Leaders can strengthen their business case by quantifying the cost of poor wellbeing, demonstrating how improved wellbeing boosts productivity and reputation, and outlining phased, achievable actions that show early impact.

Organisations can track metrics such as mental‑health‑related absence, engagement scores, turnover and support‑service usage. Tools like wellbeing surveys, stress risk assessments, focus groups and validated assessment methods help create meaningful insight.

How to build a workplace wellbeing strategy that actually works