Leadership in Action: Driving Workplace Wellbeing through ISO 45003

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In recent years, health and productivity has become a focal point in discussions around wellbeing in the workplace. This has grown to include a clear acknowledgement of the importance of mental health too.

We all know that good mental health has an impact on our personal lives. It also affects us during our working hours. Good mental health and overall wellbeing is essential for personal health and happiness. That then plays a crucial role in enhancing productivity, job satisfaction, and business success. 

Health – the ‘Poor Relative’

Health has always been the ‘poor relative’ of health and safety. ‘Safety’ has always been the key focus – preventing accidents was seen as paramount. ‘Health’ was put to one side. 

But even when health (prevention of work-related diseases) is taken seriously, mental health has taken a back seat.

Thankfully, that is changing.

We now know that poor mental health does have an impact on workplace safety. For example, mental health issues can affect focus and concentration. This could affect an employee’s performance leading them to make a mistake that results in an accident. Imagine an employee operating heavy equipment under these circumstances. It could lead to them injuring themselves or a colleague.

Mental health concerns can also provoke performance issues. An employee suffering from anxiety may disengage from their work. That is likely to reduce their productivity and quality of work.

Employers are increasingly recognising that a supportive work environment promotes good mental health. The results? Reduced absenteeism, lower staff turnover rates, and improved employee engagement.

Similarly, employees with positive mental health are better equipped to handle work-related stress. They collaborate effectively with colleagues, and contribute to a positive workplace culture. As a result, both the individual and the organisation benefit from improved health and performance.

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Assessing Psychological Risks

There is a duty of care placed on business to ensure their employees are not made ill by their work. These are laid out in the Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999. Employers have a legal duty to protect employees from risks at work. 

When they hear ‘duty of care’, most people think of physical health. For them it’s about conducting risk assessments and making the work environment safe.

However, that duty extends to physical AND mental health. It’s not just about the need to minimise the risk of work-related physical injury and ill-health. Employers now need to mitigate stressors. These can include discrimination, bullying, overwork, and isolation.  

Where to Begin, You May Ask?

ISO 45003 is the ideal tool to help you implement, or improve an existing health and safety policy. It will ensure you incorporate prevention of the psychological risks of ill health and injury, and promote wellbeing at work. 

What should your policy promote and enhance? Aim for a working environment consistent with these principals:

  • dignity
  • mutual respect
  • confidentiality
  • co-operation and trust.

All these elements can constructively impact mental health. When well done, and when lead from the top, they create a supportive, positive, productive atmosphere.

The first part of the journey is to have a clear picture of what factors may affect employee wellbeing. Begin by understanding the organisation and its context in relation to psychosocial risks.

You should have a strong grasp of the needs and expectations of employees. This can extend to other interested parties as well. You may need to research this to give you a better appreciation of what these are. Try surveys or focus groups. They can provide that information, and help you to act appropriately. 

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ISO 45003 and Leadership

The American Psychological Association conducted a survey of employees around satisfaction at work.

They asked whether senior management actively supported and committed to wellbeing initiatives. Of those who answered affirmatively, 73% said that their organisation helped them develop a healthier lifestyle. 

By contrast, only 11% of employees in workplaces lacking such support said the same.

This may seem like a set of self-evident results – but they show that employees both recognise and appreciate such drives. They know when they are being looked after by their leaders.

This evidence shows senior leadership the benefit of engaging with wellbeing programmes. There is genuine value in safeguarding a mentally healthy workplace. Otherwise it is just a sticky plaster. Employees will see through it, and not participate in or believe in these initiatives.

The activities that help leaders to achieve a successful policy include:

  • Removing barriers to participation
  • Empowering employees and ensuring they are well-trained
  • Actively engaging with employees in continual dialogue
  • And supporting and encouraging employee participation

Leadership engagement is vital for the success of wellbeing policies and initiatives. It sets a positive example, builds trust, and ensures resources and support are in place. Engaged leaders should embed a culture of wellbeing. This will benefit both employees and the organisation as a whole.

It drives participation, reduces stigma, and helps motivate your team.
How can you benefit from implementing ISO 45003?

The clear framework can help develop a great health and safety management system. It will prove you’re committed to addressing psychological risks at work. That you are serious about wellbeing – all wellbeing – in your organisation.

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