Communal well-being at work

COMMUNAL WELL-BEING AT WORK

Communal well-being at work is the development of a shared and prosperous operating culture. In hybrid work, organisations need strategic leadership of well-being at work in order to be successful. Work is shifting increasingly fast to digital working environments that puts a strain on both people and technology. In these growing pains, technology may collapse; this must not happen to people. We will bring in the viewpoint of a communal, strategic and dialogical leadership of well-being alongside the traditional models of monitoring well-being at work.

WELL-BEING MANAGEMENT IS NO LONGER THE RESPONSIBILITY OF THE SUPERVISOR OR INDIVIDUAL ONLY.

The most challenging question of well-being at work is how to manage unlimited, complex and accelerating work so that the capacity for work is maintained. Changing work involves a new kind of strain and forces us to re-evaluate well-being at work.

It is no longer enough that a supervisor or an individual takes care of well-being management on their own. Working life requires structures and practices that help distribute the responsibility of promoting well-being from supervisory guidance to the relationships between employees.

Everyone is responsible for their own working capacity, as work involves relationships of cooperation and dependence. Everyone has an impact on the performance of others in the working community, which requires an agreement on practices that maintain the capacity for work.

WE COMMIT TO CO-CREATE WELL-BEING AT WORK FOR THE GROWING VITALITY OF THE COMMUNITY:

  1. COMMUNAL AND STRATEGIC WELL-BEING AT WORK FOR THE ENTIRE WORKING COMMUNITY.
    Instead of performance management, the management of well-being at work emphasises learning and cooperation in relationships. The key factor in developing well-being at work is a shared understanding of the changing tasks, the operating environment, and the new factors that cause mental and physical strain.
  2. PSYCHOLOGICALLY SAFETY AND EMOTIONALLY INTELLIGENT REMOTE LEADERSHIP.
    Psychological safety creates a strong foundation for communal well-being. Studies show that in organisations, psychological safety is linked to learning, better information sharing, and improving performance. The importance of psychological safety is also increasing and becoming more accentuated, hand in hand with the turbulence in the operating environment and aspiring for self-management. We help our customers identify and strengthen the organisation’s emotional intelligence in daily meetings and remote management.
  3. ABILITY TO IDENTIFY TENSIONS AND RESOLVE CONFLICTS IN THE EVERYDAY WORKING COMMUNITY.
    Tensions are a natural part of the everyday life of communities. We help our working communities identify and address difficult issues before they become conflicts. We are a preventive partner of communal well-being at work.

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CUSTOMER EXPERIENCE

“In my career, I have been involved in several development projects for well-being at work, but Humap’s process is the first one that achieved real quality and understanding. The solutions and tools have been effective so far. The content of the processes, such as the promotion of communal and dialogic capacity for work, self-guidance and modern leadership, have been apt, and they were presented with great expertise. Our supervisors have given extremely positive feedback.”

Anne Heikkilä, occupational well-being specialist, the Social Services and Health Care Division of the City of Helsinki.

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