In recent years, there’s been a noticeable trend among health and safety managers: the addition of “wellbeing” to their job titles. On the surface, this seems like a progressive step, acknowledging the broader scope of employee health beyond just physical safety. But
scratch the surface, and a troubling question arises: Do these managers truly understand what “wellbeing” means, or is it a fashionable add-on to an already challenging role?
We wrote about the difference between “health” and “safety” back in 2020 – available HERE: and have now introduced a new training course on “putting the health and wellbeing into safety” as we recognise the gap that needs filling and the considerations that construction businesses need to consider when taking this step.
The concept of wellbeing extends far beyond the traditional realms of health and safety. It encompasses mental health, physical health needs, work-life integration, and a sense of purpose and fulfillment in a person’s work. It’s about creating an environment where employees can thrive, not just survive. Yet, too often, the integration of wellbeing into the health and safety mandate feels superficial, driven more by corporate trendiness than a deep, nuanced understanding of what it entails.
Consider the case of a construction company where the health and safety manager proudly adopts the wellbeing title but continues to focus primarily on reducing accident rates and ensuring compliance with safety regulations. There’s a monthly newsletter on stress management and a new yoga class offered during lunch breaks, but no substantial changes to address systemic issues like overwork, poor management practices, or toxic workplace culture. The result? A workforce that remains physically safe but mentally and emotionally drained.
The problem lies in the fact that many health and safety managers are not adequately trained in the diverse aspects of wellbeing. Their expertise lies in mitigating physical risks and ensuring regulatory compliance, not in understanding the complexities of mental health or fostering a positive organisational culture. Without proper training and a genuine commitment to these broader aspects, the title of wellbeing becomes a hollow promise.
Additionally, this superficial embrace of wellbeing can have detrimental effects. Employees quickly see through token gestures and may become cynical, feeling that their genuine concerns about stress, burnout, and emotional wellbeing are being ignored or trivialised. This can lead to disengagement, reduced productivity, and even higher turnover rates.
To truly integrate wellbeing into their roles, health and safety managers need to undergo a paradigm shift. This involves a clear strategic direction of how systems and processes will be integrated. Comprehensive training in and understanding the dynamics of workplace culture, and developing a systematic approach that address the root causes of psychosocial risks. It requires collaboration with HR professionals, health experts, and employees themselves to create a holistic approach to wellbeing.
In conclusion, adding “wellbeing” to a job title without a deep and genuine understanding of its meaning does a disservice to employees and the organisation. It’s time for health and safety managers to move beyond the superficial and engage with wellbeing in a meaningful, informed, and impactful way. Only then can they truly support the holistic health of their workforce, creating a thriving, resilient, and productive workplace. For more information about our training course, you’ll find further information here:
https://constructionhealth.co.uk/training-healthwellbeing/
