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Testimonials & Case Studies

The following testimonials are from representatives and team members of WellBeing@Work accredited organisations and we thank them for taking the time to provide us with these.

Case Studies

You can also view the HPA Cawthron Institute Case Study “Getting comfortable with mental wellbeing” here.


Before we took up WellBeing@Work the only tool we had available was to offer to send people to counselling, which a seemed a bit of a void from having a conversation and going straight to that. Now we’ve got the local support organisation contact numbers and good peace of mind. WB@W is a great tool.

WellBeing@Work has fitted in well with our way of working and adds to what we were doing already. Taking part in the programme gave me greater insight, empathy and understanding of people who might experience mental distress. From a manager’s perspective it has given me a far better understanding of what mental distress is like for different people.

The delivery of this programme at the workplace was an important factor, as was its capacity to identify WellBeing@Work Champions and Connectors to continue to raise awareness and deliver ongoing support at our workplace. From the introduction of the programme to our stores through to the completion of the training, this programme engages and impresses with its professional resources and method of delivery around a subject that many in our team were initially not comfortable discussing. WellBeing@Work has provided our teams with an opportunity to gain knowledge and skills for themselves, their whanau and the other team members they work with daily.

The WellBeing@Work programme encouraged discussion and openness around the mental health topic. By undertaking the programme, people managers gained a greater level of confidence to raise issues and understanding of supporting resources available. I would highly recommend the programme.

We always have a high response rate for our annual Workplace Survey so we know it’s strongly representative of the real views of our people.

The biggest change this year was a 17.9% increase in those who either agreed or strongly agreed with the statement, “This organisation cares about the wellbeing of its people”. The Council has rolled out a number of initiatives, which we believe have supported this outcome, but the single biggest intervention was the WellBeing@Work programme.

While I acknowledge that this organisation still has plenty of space to mature further in its ability to effectively support the mental wellbeing of its people, it now seems possible to open discussions on this topic, in a way it didn’t necessarily feel 12 months ago.

We have seen a marked change in attitudes towards colleagues, especially around mental distress or illness. A lot of the ‘taboo’ around mental illness seems to have been removed. We’ve seen an increase in the use of Connectors and also general conversation around mental illness and wellbeing.

The Connector roles embedded within the organisation are also well utilised and appreciated.

From an organisational perspective, WellBeing@Work has had an impact on the way policies and procedures have changed and been applied. Mental Health is now included in the Health and Safety Policy and Procedures document and I feel strongly that we have made considerable ground regarding mental health and wellbeing in this space.

We decided we could do a better job of noticing and responding quickly when staff were experiencing mental distress. We knew we weren’t as comfortable handling mental health as we were other wellbeing topics. WellBeing@Work has given people the confidence to talk about mental wellbeing.

In the same way they might say, ‘I’ve started going to the gym’, they might say, ‘I’ve realised I need to pull back on a few things to get a better balance in my life’. Or, ‘I’m finding things really tough at the moment'.

From here on, we’ll keep up our manager training and we’ll put some more supports around our WellBeing@Work Connectors. We’ll check in with them regularly to see how things are out there and to provide support and development. We’ve also now got a documented wider wellbeing plan, based around what we learned from WellBeing@Work.

WellBeing@Work provided us with a framework and context in which to feel safe to discuss mental health and wellbeing in the workplace.

The Connector roles embedded within the organisation are well utilised and appreciated.

The delivery of this programme at the workplace was an important factor, as was its capacity to identify Champions and Connectors to continue to raise awareness and deliver ongoing support at our workplace.

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