Dimensions and Drivers | Human Resources Organizational Effectiveness

 

 

EMPLOYEE WELL-BEING AND ENGAGEMENT

A WORKING LIST OF DIMENSIONS AND DRIVERS FOR DISCUSSION

We need your help to determine what employee Well-Being and Engagement means at Humber.

As a first step to building our Employee Well-being and Engagement Framework, we are seeking your feedback on those Dimensions and Drivers below that are most important to you.

We have conducted industry and leading practice research and have collected a broad list of well-being and engagement dimensions and drivers. These have been organized below into a format for voting and discussion.

Take a few minutes to understand how we have organized the content below –

Layer 1:

The first layer is the Well-Being Groups. These groups are just a way to organize well-being themes. There are five (5) major Well-Being groups for discussion, these are:

(1) Personal Well-Being, (2) Work Well-Being, (3) Social/Environmental Well-Being, (4) Organizational Well-Being and (5) Cultural Well-Being.

Layer 2:

Under each Well-Being Group, there are associated Dimensions. Some Well-Being Groups may have just one (1) Dimension, while other groups may have two (2) Dimensions.

Dimensions are: areas of focus that allow us to categorize organizational responses (projects, programs, solutions, approaches, processes, etc.) into definable containers.

There are altogether nine (9) Dimensions for discussion, organized as follows:

(1) Wellness, (2A) Personal Effectiveness, (2B) Meaningful Work, (3A) Relationships, (3B) Social Commitments, (4A) Employee Experience, (4B) Organizational Commitments, (5A) Equity, Diversity and Inclusion and (5B) Culture.

Layer 3:

Under all Dimensions are a set of Drivers that relate in some way.

Drivers are: a condition, strategy, or capability that shapes and enables mindsets, culture, behaviours and goals. These typically become translated into specific actions.

There are altogether thirty-six (36) Drivers for discussion, these are described in the table below:

Learn about the potential Dimensions and Drivers that you will be asked to vote on.

1

Personal Well-Being

Personal well-being habits lead to an alignment of mind and body and result in increased engagement and happiness in the workplace.

1

Wellness

Organizational practices that promote physical, mental, financial, and social wellness.

Mental Resilience

Building the ability to adapt well in the face of adversity, trauma, tragedy, threats or significant sources of stress — such as family and relationship problems, serious health problems, or workplace and financial stressors.

Physical Wellness

Programs and support systems that improve the physical health and well-being of employees.

Financial Wellness

Programs and support systems that improve the financial health and well-being of employees.

Work-life Balance

The balance that employees need between time allocated for work and other aspects of life. Areas of life other than work can include personal interests, family and social time, or leisure activities.

2

Work Well-Being

Includes aspects of the working life and relationships that support employees to be productive, demonstrate ability and perform at the peak of their capabilities.

2A

Personal Effectiveness

Programs that enable employees to master their careers, achieve personal/professional developmental goals and receive support that help them to become more effective.

Growth and Development

Opportunities for growth and development that allow employees to build skills and competencies.

Coaching and Mentoring

Employees are supported by coaches and mentors who help them learn and develop in their current role and prepare them for future roles.

Inspire and Motivate

Leaders demonstrate behaviours that foster feelings of trust, confidence and commitment in employees, which in turn inspire them to excel at work.

Self-awareness and Reflection

Employees grasp opportunities to reflect on their personal effectiveness, are self-aware, build their emotional intelligence, and feel comfortable to bring their best selves to work.

2B

Meaningful Work

Employees work have significance and purpose. It contributes to team/organizational goals and gives a sense of accomplishment and personal satisfaction.

Quality of Work

Employees derive value and satisfaction from the visibility and meaningfulness of the work.

Empowerment

Managers demonstrate confidence by giving employees flexibility – they are trusted to use their expertise, make decisions and deliver high-quality results.

Direction and Purpose

Employees are provided clear direction, guidance and support to succeed and can clearly see the value their work brings to the organization.

3

Social/Environmental Well-Being

Social and Environmental wellness inspires us to live a lifestyle that is respectful of the people around us and our surroundings.

3A

Relationships

The way in which an employee connects to work, and their colleagues at work. Focuses on healthy, quality relationships and mental wellness.

Sense of Belonging

Employees feel included in the workplace allowing them to bring their authentic selves to work. They are accepted and included. They demonstrate a sense of family.

Involvement

Nurturing opportunities for workplace involvement and socialization that build stronger engagement, peer support and that encourage happier employees and healthier lifestyles.

Building Trust

Creating an environment where there is mutual trust and support to take calculated risks. Employees know they are supported and in turn demonstrate and contribute to a culture of honesty and transparency.

Two-way Communication/Feedback

The employee’s sense that leadership is transparent and honest about the business and about themselves.  Employees feel their leaders are being “real” with them.

3B

Social Commitments

The extent to which an employee feels a sense of belonging and social inclusion. This in turn drives a deeper commitment to the employee’s social environment, responsiveness and responsibility.

Sustainability

Demonstrating care and concern in how employees meet their own needs, while demonstrating responsibility and commitment to preserving the needs of future generations.

Innovation

Building a mindset of innovation, creating the organizational context for innovation to flourish, and encouraging problem solving.  Embracing different perspectives and inspiring employees to think creatively, with confidence and competence.

Positive and Supportive Work Environment

All employees demonstrate sensitivity to differences and a commitment to the principles of equity, diversity and inclusion. Employees feel comfortable being themselves and can confidently be a member of a team.

4

Organizational Well-Being

The organization’s ability to promote and maintain programs and approaches that secure the various aspects of employee well-being, promote a positive employee experience while working towards the organization’s strategic goals.

4A

Employee Experience

The integrated experience that impacts the employee’s daily life in and outside the workplace which includes overall physical, emotional, professional and financial wellness, that results in a level of high work performance and commitment.

Talent Strategy

Selecting the right people, developing their potential and fueling their enthusiasm, building their commitment, and supporting them through periods of change.

Recognition

Promoting a culture where employees are recognized, rewarded, appreciated, and are compensated fairly. Employee recognition reinforces individual and team accomplishments and encourages more of the same behaviour.

Empowered Teams

Employees are empowered by their leaders through the delegation of authority, decision-making, sharing information, and asking for their input. Work culture is highly collaborative.

High Impact Learning Culture

Continuously investing in the development of employees which in turn enables Humber to provide its students with the best possible experience. Emphasizing life-long learning.

Fairness and Equity

Refers to the ongoing intentional and systemic approach to remove historic and current barriers for equity-seeking groups. Humber applies specific programs, policies and practices to support fair and just outcomes.

4B

Organizational Commitments

Organizational commitment reflects the bond employees experience with their organization and the things the organization does in turn to support employees.

Reputation and Brand

Creating an emotional connection that employees feel with Humber – how Humber is seen in the marketplace influences the level of pride employees feel.

Accountability

Employees take ownership for driving their own improvement. They proactively seek feedback, adjust performance, and deliver better results.  Accountable employers ensure management and employees are provided with the coaching, mentoring, development and resources to drive their own improvement.

Performance Enablement

Creating an environment where everyone is supported and enabled to deliver. This includes open, clear and transparent goals and clarity on everyone’s role, competencies, and skills required in advancing organizational goals, and progress.

Values

Reinforcing a set of guiding principles that define Humber as an organization and hold every employee accountable to exhibit these behaviours/principles.

Equity, Diversity and Inclusion

Equity, diversity, inclusion are key values in building and sustaining campus environments where we can all thrive and be well.  This includes creating the best possible environment for everyone to live, work, learn and build a stronger sense of belonging and connection.

5

Cultural Well-Being

Our behaviours provide the foundation for a healthy culture at Humber, fostering a positive working environment and defining who we are as an organization.

5A

Equity, Diversity and Inclusion

Equity, diversity and inclusion are key values in building and sustaining campus environments where we can all thrive and be well.  This includes creating the best possible environment for everyone to live, work, learn and build a stronger sense of belonging and connection.

Diversity

Refers to the different social, cultural and political identities of individuals and their worldviews, knowledges, practices, and experiences. Humber values and respects the contributions of its diverse students and employees leading to an enriched learning, working and living environment.

Inclusion

Refers to the active and intentional engagement of people in all their diverse social, cultural and political identities that foster a sense of belonging. At Humber, this engagement is grounded in respect, and all members of the college community are recognized as valued contributors. Inclusion is intrinsically connected to wellbeing and enriches innovation, sustainability and excellence in curricula, research, programs and services.

Fairness and Equity

Refers to the ongoing intentional and systemic approach to remove historic and current barriers for equity-seeking groups. Humber applies specific programs, policies and practices to support fair and just outcomes.

Supportive Leadership

Leaders and managers support employees so that they are empowered to learn, grow and perform at their best.

Sense of Belonging

Employees feel included in the workplace, allowing them to bring their authentic selves to work. They are accepted and included. They demonstrate a sense of family.

5B

Culture

The unwritten rules and norms of acceptable behaviour that define what it really means to be an employee at Humber.

Organizational Culture

The underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization.

Culture of Recognition

Culture and recognition are a central and fundamental part of the organization’s DNA. Early and regular recognition that is supported and encouraged by senior leadership reinforces the right behaviours and fosters positive employee experience.

Values

Reinforcing a set of guiding principles that define Humber as an organization and holding every employee accountable to exhibit these behaviours/principles.