We dive into the core of well-being at work. What exactly do we mean by this? Why is it so important? What does science say?

• • Definitions of workplace well-being
  • Implicit well-being theories
  • Recognizing signs of distress or reduced well-being
  • Stakeholders in your organization and your role as a manager, or as an HR, prevention, or well-being officer
  • Intention–implementation–perception gap

We explore the unique motivations of the individual: what motivates us and what influence does this have on our daily work?

• We explore what precedes well-being at work. What motivates us, and how does this influence our daily work?
• What do we need? The basic psychological needs according to Self-Determination Theory (SDT). organizational justice, a sense of meaning, and mental space.
• What do we find important? Schwartz's 10 universal values.

During this session, we focus on the impact of the work environment on well-being. Research shows that the work context has a greater influence on well-being than the individual themselves.

• Job demands and resources in the work environment – the Job Demands–Resources (JD-R) model
• Designing the work environment – Job Design (and Job Crafting)
• Leveraging 12 resources across the four IGLO levels

Because beyond being a buzzword, it's also a powerful way to enhance well-being (and innovation).

• • Encouraging employees to speak up and responding productively to their input.
  • Being nice, feeling comfortable, hang-out teams: what psychological safety is not.
  • The link between psychological safety and performance.
  • Actively fostering psychological safety within the team/organization.

Current issues and how certain topics will be evaluated in the future will be discussed in more detail with regard to well-being at work. Among other things:

• Inclusivity and diversity
• Role of digitalization
• Implementation

During this half-day session, we bring all the elements together and you finalize a Well-Being Policy plan for your organization.