The Future of Wellbeing at Work: How to Apply the PERMA model of Psychological Wellbeing
Wellbeing in the workplace: a challenge and an opportunity. We will discuss how the PERMA model of Psychological Wellbeing can be applied.
Wellbeing Challenge: there is increased awareness (thanks to media and data insights), that despite high engagement levels, negative symptoms of low wellbeing are on the rise in our organisations. The costs of this, to our health, happiness and performance, are massive.
We want to do everything we can to support our people’s wellbeing. However, we can struggle with how to position wellbeing, how to fit it into our people strategy so it aligns meaningfully with leadership, performance, D&I and employee engagement.
Wellbeing Opportunity: there is a holistic, robust and simple model of wellbeing available that can help us on many levels:
PERMA model of Wellbeing
The PERMA model was introduced by Martin Seligman in 2011 through his research into flourishing and thriving. With 5 core pillars, equally important and combining to give a foundation of positive wellbeing that can be learned, this is pioneering work in the very new area of positive psychology.
Positive Emotions: Mental / Self-Acceptance / Autonomy
Engagement: Work life balance / Environmental Mastery
Relationships: Social / Collective / Positive Relations
Meaning: Spiritual / Purpose
Accomplishment: Personal Growth
We use PERMA as a model of psychological wellbeing rather than using the term “mental” for two important reasons: the word “mental” has negative connotations and also limits its application across all of the 5 pillars as it only relates to one pillar (see above).
There are a variety of initiatives in organisations that relate to wellbeing. We have looked at those that were recently showcased in the REBA Wellbeing awards Feb 2018 as well as other studies focused specifically on wellbeing and case studies shared at relevant events and conferences.
The majority focus on fixing mental ill health and physical health problems; getting people back to zero/neutral as Seligman refers to. There are several others that relate to the practical elements of being able to work such as childcare, flexible hours or location options as well as relationship work on developing more inclusive workplaces. These broad initiatives such as “coaching” or “talent development” easily map to one of these pillars, but do they positively and strategically focus on what can be learned in each pillar to lead to flourishing and thriving? It seems we still have quite a way to go beyond simply creating employee engagement to really improving wellbeing positively.
Things to consider when Applying PERMA
Some helpful questions to consider in application:
Should we be putting more pressure on our managers to be responsible for this?