7OS06 Well-Being at Work

About this Unit

This unit emphasizes the significance of workplace well-being to both employer and employee performance. This unit equips learners with a thorough grasp of the connections between work, health, and well-being, as well as an appreciation for the social duties that organizations bear toward their employees, based on fundamental theories in this field. The unit fosters critical thinking on how well-being initiatives can be developed, supported, and incorporated into people practices for strategic benefit while encouraging students to engage with critical critiques of the well-being agenda.

What you will learn

Under this Unit, the learner will examine definitions of well-being and why this notion is essential to employers and employees. As a learner under this unit, you will examine fundamental theories linked to workplace well-being and how organizations deal with it. As a learner, you will also develop an awareness of the linkages between work, health, wellness, and people management practices and procedures, as well as identify individual and group elements that influence workplace well-being. The learner will also investigate the relationship between well-being and employer outcomes, including how it increases performance and productivity. Additionally, you will understand how organisational culture affects employee well-being and the impact of well-being efforts, as well as the obstacles that employers may face when personalizing initiatives for employees.

This unit is suitable for persons who:

This unit is essential for the following groups of people:

• Individuals working in an organization where they are accountable for the implementation of human resource policies
• A person aspiring to pursue a profession in human resource management and have completed CIPD Foundation Diploma in Human Resource Practice
• An experienced people practitioner employed in a senior people practice position seeking to broaden and deepen their capacity, knowledge, and skills to impact strategy, policy, and people
• An individual in pursuit of a professional qualification to advance their career in human resources (HR) and learning and development (L&D) management.
• Desire to increase their autonomy, influence, and judgment to effectively lead and drive organizations and their people on a strategic level.

Learning outcomes

Upon completing this module, learners will meet the following significant learning outcomes, which are further classified into various sub-categories. Through these learning outcomes, the learner will be able to comprehend:

• Understanding the significance of workplace wellness in today’s workplace (Learning Outcome 1)
• Acknowledging the connections between work, health, well-being, and people management strategies and processes (Learning Outcome 2).
• Understanding how the well-being of the employer and employees contributes to the overall strategy (Learning Outcome 3).
• Understand the importance of the well-being strategy to sustain organisational performance (Learning Outcome 4).

What are the entry requirements?

Institutions have statutory requirements for their candidates that CIPD does not necessarily regulate. These criteria differ by institution, while others are the same for all students enrolling in the unit. Institutions have established these diagnostic tools to check whether candidates have the required literacy and numeracy skills to complete Well-Being at Work (7OS06). To enrol in any course, most institutions expect candidates to have a working understanding of the English language. Some institutions, for example, demand that candidates have a C/4 or higher in English at the GCSE level. Other colleges require applicants who speak English as a second language to have a 6.5 IELTS/ESOL Level 2 equivalent. However, the CIPD offers a policy for non-native English speakers that gives guidelines on suitable English language entry requirements.

Most institutions expect applicants to have a bachelor’s degree, CIPD level 5 certifications, and prior human resources experience. In extreme situations, significant strategic people practice experience may be substituted for a degree; however, this is subject to evaluation. Previous learning policies, which allow learners to demonstrate that they already have the information, understanding, or abilities needed to complete the assessment requirements for a unit and do not need to gain them through a course of study, are also recognized by CIPD. The CIPD, for example, has predefined transfer chances to this unit as scheduled exemptions for learners who have completed units from a previous CIPD certification. Learners who have completed units from non-CIPD qualifications that they believe will map to units in this qualification may also submit an application form, together with precise mapping and evidence of attainment, to the CIPD for verification. Finally, several institutions require candidates to be at least 18 years old to enrol in the course. However, the CIPD advises that candidates pursuing this unit have a minimum age of 21.

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Resources used for the unit

For students interested in pursuing this course, there are a variety of publications available. Here are a few examples that institutions across the globe extensively utilize.

Afsar, B., & Umrani, W. A. (2019). Transformational leadership and innovative work behavior: The role of motivation to learn, task complexity and innovation climate. European Journal of Innovation Management.

Dhiman, S. (Ed.). (2021). The Routledge companion to mindfulness at work. Routledge, Taylor & Francis Group.

Foster, D. (2018). The health and well-being at work agenda: good news for (disabled) workers or just a capital idea? Work, employment and society, 32(1), 186-197.

Harvey, G. (2019). Corporate wellness: what, why not, and whither? Employee Relations: The International Journal.

Hesketh, I., & Cooper, C. (2019). Well-being at work: how to design, implement and evaluate an effective strategy. Kogan Page Publishers.

Manokha, I. (2020). The implications of digital employee monitoring and people analytics for power relations in the workplace. Surveillance & Society, 18(4), 540-554.

Marques, J. (Ed.). (2020). The Routledge Companion to Happiness at Work. Routledge.

Mitchell, D. (2018). 50 Top Tools for Employee Wellbeing: A Complete Toolkit for Developing Happy, Healthy, Productive and Engaged Employees. Kogan Page Publishers.

Newstead, T., Macklin, R., Dawkins, S., & Martin, A. (2018). What is virtue? Advancing the conceptualization of virtue to inform positive organizational inquiry. Academy of Management Perspectives, 32(4), 443-457.

Timms, P. (2021). Transformational HR: How human resources can create value and impact business strategy. Kogan Page Publishers.