Home > Who we are > Our work > Workforce > Embedding a culture of inclusion and wellbeing > Well at Work > Our goals

Our strategy is designed to have the following intend outcomes, in line with our guiding principles:

  • Creating an environment whereby we are all supported to look after ourselves well, so that we are in the best position to serve our population and local communities
  • Equity of access to health and wellbeing support for all health and social care staff across South East London
  • Delivering proactive outreach and engagement, raising awareness of support available across the ICS
  • Building capacity in our employer organisations to drive health and wellbeing, through the use of learning and development
  • Levelling up, via an enhanced wellbeing support package, for those staff who are currently underserved
  • A system whereby we share learnings, findings and best practice in order to continually improve on our programme of work
  • Improving the health and wellbeing of our staff community

People standing on each bar graphic pointing up, with some cogwheels on the background

Measuring Success

What does good look like?

Although it is difficult to measure, a cultural change within the workforce which demonstrates a transition to staff feeling well and happy in work, as well as feeling confident and safe to speak up if they are not.

Furthermore, we would hope to see increased levels of engagement, across all of our system partners when it comes to wellbeing interventions and activities, especially from areas which don’t have wellbeing offers.

Overall, we should start to see improvements in workforce metrics such as turnover, stability and retention – demonstrating that staff see SEL as a great place to work.

How will we measure success?

We will evaluate our strategy and programme of work through the following measures:

  • Gather feedback from staff on support and interventions offered
  • Commit to an evaluation exercise after each project/commissioned work
  • Regularly review existing data collection points when it comes to health and wellbeing measures (e.g. staff surveys)
  • Periodically assess workforce metrics (such as turnover, retention, etc.)
  • Conduct a review of our strategy and priorities every 2 years, ensuring our programme is still relevant

Read the sections of the strategy below

 

Foreword

Summary

Our journey

Key review findings

Vision & principles

Our approach

Our commitment