The Problems We Solve
Turning Problems into Opportunities
CEOs and other stakeholders face serious health-related threats to the organization: if not addressed these threats could include increased healthcare costs for poor employee health or disease; low levels of performance and productivity; high levels of absenteeism, presenteeism and disability; low levels of wellness and well-being; unsafe working conditions; low quality of product or services; low levels of engagement, morale, and job satisfaction; low levels of employee recruitment and high levels of retention; a toxic work environment; and other threats specific to the organization.
The above threats could eventually result in missed business opportunities, lost clients, lost revenue, lost market share and an overall lost competitive advantage.
Implementation of effective strategies embedded in the Positive Organizational Health model could meet and reverse the perceived threats and perhaps even more importantly result in increases in revenue generation, additional business opportunities, possibly increased market share, and improved recruitment and retention of high-value employees.
Role of Senior Leadership
Safety and quality became important business strategies for organizations only when they were embraced by a commitment from executive leadership. Then, they became fully engrained in the organization. Similarly, positive organizational health as a strategy will become visibly important and impactful when it is fully understood and embraced by senior leaders and all levels of the organization.
Health, wellness, and well-being of individuals and of organizations are a part of only a few MBA business school curriculums. Consequently, many CEOs, with an MBA degree, are unfamiliar with implementing a positive organizational health strategy and unlikely to articulate a respective goal or vision. Yet these organizations spend heavily on isolated disease care, disease management, health and wellness, behavioral health and other independent training and development programs. An optimal value of the investment can only be achieved when the strategy is built on a vision and an organizational foundation for health, wellness and well-being with tangible and measurable health and organizational outcomes.
What will it look like to thrive in the future?
Positive Organizational Health requires employees and management to join in collaborative decision-making, formulating initiatives, and commitment to measure and communicate what matters for all stakeholders to thrive.
Employees and management become engaged when they have a say in the design and implementation of initiatives and programs that involve them. When employees believe the organization cares about them and when they see it demonstrated daily and when management believes employees feel they are working in the best possible organization and the employees demonstrate it daily, we have achieved the fundamental basis of a Win-Win Philosophy.
The Win-Win Philosophy is the ultimate outcome when employees and organizations win together (win-win). Trust, respect, transparency and meaningful work are among the many shared values while revenue, profit, sharing and caring are among the shared results of both management and employees. The results are driven by strategies to create, improve, and maintain positive organizational health, and the commitment to measure and communicate what matters. The specific operational programs and tactics differ for each organization or population depending on the existing and unique environmental, climate and cultural strengths and needs.
At Edington Associates we remain dedicated to all those individuals and organizations interested in taking their organization and employees into risk reduction, low-risk maintenance, don’t get worse, and culture of health to evolve to Zero Trends and the promises of Positive Organizational Health as a Win-Win Philosophy.