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Creating your action plan



The Steering Group, led by the Work PositiveCI coordinator, should be responsible for collating everything into an overall action plan for the organisation.


Wellbeing Priorities

Measure and follow-up consultation activity should help the Steering Group prioritise the key areas to address over the next few years. It is unlikely you will be able to address all of the issues identified at once so the Steering Group need to choose which are the most important (and achievable) to start with. For example, if the work stressor 'Relationships' is reported as a significant issue for your workforce, one of the key priorities could be to improve interpersonal relationships between employees.  Similarly, if employees have to work long or unsociable hours, one of your key priorities could be work-life balance.


Example Wellbeing Priorities
Psychological wellbeing
Work-life balance


Wellbeing Objectives

For each wellbeing priority, try to develop a couple of key objectives that the Steering Group think would make a beneficial impact in your organisation. Objectives are statements of expected short-term accomplishments related to one or more programme goals. Objectives offer specifics of how much, what and when. For example, one objective might be, “By 2018 (by when), to increase by 30% (how much) the worksite menu options that include fruits and/or vegetables (of what).” Objectives should align with Key Performance Indicators (KPIs) where possible and clearly articulate the potential benefits of your programme (e.g. a X% reduction in stress related absence, a X% reduction in employee attrition rates). Consider your objectives for relevancy and realism – for example, can you really reduce overall employee absenteeism by 10% in one year? Remember! Don’t over promise and under deliver.  Review your workforce indicators established at the measure stage. These can help set targets for delivery.


Example Wellbeing Priorities Example Wellbeing Objectives
Psychological wellbeing To reduce stress-related absence by 2%
  To increase engagement with employee mental health support services by 15% (e.g. EAP, Occ health)
  To improve employee access to mental health support


Wellbeing Initiatives

You need to identify / create wellbeing initiatives that can help you meet your objectives. Many of these initiatives will already be running within your organisation. They might just need to be tweaked and co-ordinated better, others may be entirely new. Examples of wellbeing initiatives include:

  • New targeted policies
  • Reviewing / updating existing policies
  • Raising awareness activities to promote current support measures and policies
  • Line manager training
  • Job design / task analysis
  • Changing some aspect of the work flow
  • Mentoring


Example Wellbeing Priorities Example Wellbeing Objectives Example Wellbeing Initiatives
Psychological wellbeing

To improve employee access to mental health support

Review / update existing work-related stress policy
  To reduce stress-related absence by 2% Run quarterly stress awareness workshops
  To increase engagement with employee mental health support services by 15% (e.g. EAP, Occ health Run management training sessions on dealing with employee stress
    Run awareness lunchtime sessions on current support measures
    Send email communication to all staff / distribute leaflets promoting support services


Employee psychosocial support initiatives can be categorised under primary, secondary and tertiary interventions.

  • Primary: Focuses on stress prevention activity ‘at source’, in order to prevent it occurring. It usually involves addressing work-related hazards and the sources of harm (eg changes to organisational culture, workload, job redesign).
  • Secondary: Focuses on prevention activity for employees by minimising the adverse effects of a hazard. It includes training for the job, training in general aspects of health and safety, training in coping strategies and support offered through the provision of adequate management of the social and technical aspects of an employee’s working life (i.e. identifying and assisting employees exhibiting the early warning signs of stress and providing employee assistance programs). This good management practice has a role both in preventing stress and helping stressed employees to recover.
  • Tertiary: Focuses on the provision of staff supports such as counselling, employee assistance programmes (EAPs), occupational health or outsourced support services in order to assist employees who feel a need for extra support as a result of injury or illness. It includes the treatment of the identified condition, rehabilitation and return to work strategies.