The concept of Better Working Lives centres on designing job roles and organisational environments that holistically enhance employee well‑being, engagement, and personal fulfilment, as articulated in the CIPD’s Good Work Index (2023c). Rather than viewing work merely as a source of income, the Better Working Lives approach recognises that meaningful work, balanced with fair pay, safe conditions, and opportunities for growth, leads to healthier, more productive employees and sustainable organisational success.
In a merged public‑sector organisation, where staff from two distinct cultures must coalesce, deliberately designing for Better Working Lives is vital to fostering an inclusive, supportive climate. Key design elements include:
Flexible Working Arrangements
- Remote and Hybrid Models: Allowing employees to choose when and where they work promotes autonomy and work‑life harmony. Studies show that hybrid working can increase job satisfaction by up to 25 % and reduce absenteeism by 10 % (Perkins & Robinson 2025).
- Compressed Hours, Part‑Time and Job‑Sharing: Offering non‑standard schedules helps employees manage caring responsibilities and personal health needs, reducing stress and burnout (Perkins & Robinson 2025).
Comprehensive Well‑Being Programmes
- Mental Health Support: Embedding Employee Assistance Programmes (EAPs), confidential counselling, and resilience‑building workshops addresses psychological needs. For example, the BBC’s multi‑tiered mental‑health initiative led to a 15 % drop in stress‑related absences (Perkins & Robinson 2025).
- Physical Health Incentives: Subsidising gym memberships, providing healthy on‑site catering, and hosting regular health screenings signal organisational commitment to physical wellbeing.
Meaningful Job Design and Development
- Job Crafting: Empowering employees to reshape tasks and relationships such as dedicating time to cross‑departmental projects or mentoring boosts engagement and skill development.
- Clear Career Pathways: Mapping transparent progression routes and offering tailored learning opportunities (e.g., e‑learning, secondments) fosters a sense of purpose and long‑term commitment.
Inclusive Leadership and Recognition
- Participative Decision‑Making: Involving staff in designing new processes through workshops and focus groups embeds a culture of co‑creation (Saunders, Thornhill & Lewis, 2024).
- Recognition Programmes: Regularly acknowledging achievements via peer‑nominated awards or “thank‑you” platforms reinforces positive behaviours and builds collective morale.
By integrating these initiatives into core people‑practices, supported by clear metrics such as employee‑net‑promoter scores, wellbeing indices, and turnover rates, a merged organisation can cultivate a unified culture where every individual feels valued, supported, and motivated to contribute their best. Such a holistic design not only enhances individual quality of life but also drives superior organisational performance and resilience.
