Previously known as Bunge and QAF, Rivalea is more than 40 years old, and employs over 1200 people. The company operates across a number of farming, processing and distribution sites.

MENTAL HEALTH AT WORK

7 Dimensions of Wellness

Wellness isn't just about physical and mental wellbeing.

There are 7 different dimensions of wellness, which should all be addressed in the workplace.

These are: social, emotional, spiritual, environmental, occupational, intellectual, and physical wellbeing.

Different people get disturbed by different aspects of their workplace conditions and it is the responsibility of a company's leadership team to take care of these concerns.

As people are spending most of their time with colleagues at work rather than with family at home or with friends, it's important to create a friendly environment.

That being said, make sure to establish and open, direct and fair communication style between all team members. It is needless to say that bullying and shouting are an absolute no-go, even in stressful situations.

Humans are social animals.

Purpose

What matters Is How A Person Experiences It - Not What It Is.

People experience purpose in different ways - it may be being part of a positive creative team, or when a person sees the impact of the work they are doing and their sense of satisfaction.

It is how we connect with what we are doing.

Even if you are not doing a job you love you can get a sense of purpose from the fact that you are earning a living, and making money and being able to pay your expenses. Humans are naturally driven to have a sense of purpose in what they do.

To feel psychologically healthy in the workplace, a person needs to feel that they can speak up about topics like stress, and depression and any fear of stigma.

Trust

Trustworthy is about:

  • Deserving confidence
  • Doing what you say you will do
  • Being approachable and friendly
  • Balancing the need for results whilst being considerate of others and their feelings
  • Showing support for team members even when they make mistakes
  • Showing respect of other people’s ideas and perspectives
  • Ensuring that your words and actions match – and not just sometimes – but all the time. This is called being congruent.
  • Having a shared definition of trust amongst all people in the workplace – managers and other staff alike.
  • A deeper version of trust involves more than an emotional response – it includes employees feeling that leaders and managers are ‘on their side’, that they will be treated fairly and with respect and setbacks will be viewed favorably or at not with unfair or excessively negative consequences
  • Actions matters most – both between employees and managers and leaders and to ask questions, get answers and voice concerns
  • Be consistent
    • Consistently doing what you say you will do builds trust over time
    • Keeping commitments must be the essence of your behavior, in all relationships, day after day and year after year
  • Model the behavior you seek
    • Nothing speaks more loudly about the culture of an organization than the behavior of the leaders and managers. This behavior influences employees' actions and has the potential to drive results. Giving credit when people do great work – show an appreciative culture.
  • Build accountability
    • When leaders acknowledge mistakes as well as the successes, employees see leaders as credible and believable. Honest dialogue or communication can be built up by building in processes that become part of the work culture- at every level. These can include – evaluations of every change or project – positives, negatives, things to change), or a status report and include in meeting agendas ( tracking deadlines and milestones).

Ask the question - Is there is a disconnect between what you are saying and your actions? Also – after building up basic trust – do you know how to move to the next level – and create loyalty?