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This case study is based on
a global enterprise
software company.
Like many organisations when
staff started returning
back to the office post the
various COVID-19 lockdowns,
the organisation
adopted a hybrid model.
That model has been recognised
as offering lots of benefits.
However, according to
this organisation's
pulse survey presented
a major challenge with
their staff's ability
to connect with colleagues.
Some were identifying as
lonely and engagement was low.
The company recognised this was
an important challenge
and so strategic.
Having had a very
active DIB team
for the last number of years,
social wellbeing was included
as part of the
belongingness strategy.
Over a period of weeks,
I delivered a number of keynotes
into different functions and we
worked with the executive team
to ensure change in this case,
social guard rails
were led from the top.
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The keynotes were
focused on raising
awareness and
normalizing the topic.
Often staff are struggling to
engage at work or
finding themselves burnt
out and don't see the link
between that and
social wellbeing.
However, once we normalize
the idea of loneliness being
a basic bodily warning system
just like hunger, the
light bulb goes on.
We then built on
this by looking at
the major upsides of getting
social wellbeing right.
Predominantly, the
human connection is
the number 1 predictor of
life satisfaction but also
ensuring that we
link the benefits
to higher engagement
and retention at
work to ensure all stakeholders
buy into the potential upside.
We then went into
detail as to spotting
the signs by looking at
the different types
of connection.
Individual relationship
and collective and some of
the less obvious signs such
as that of the
loneliness loop or trap.
After this, we looked at
best practice organisational
solutions before
looking at what was the
most appropriate fit
for this said case study.
