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YOUR THRIVE GUIDE KEY TAKEAWAYS
PUT WELL-BEING AT THE FOREFRONT
You made it to the end! We hope you found our Thrive Guide valuable and that our insights help guide your decision-making going into 2024 and beyond. For those who need a recap or are looking for some actionable tips, we’ve put together a few Thrive Guide pointers to further inspire you to make positive change. These tactics are tried, tested and land results. BECOME FLEXIBLE Flexible working can be different things - consider the possibilities before writing it off as something ‘you don’t do’. It can range from hybrid working to having full control of when you work and where.
Well-being needs to be more than a subscription to headspace (although that’s nice too!) Here are some other ideas: Incorporate “Thrive” actions into your weekly catch ups to help show employees that their wellbeing matters and help them form healthy habits – this is much more effective than a “wellness day” as it is preventative. Sometimes people, especially remote teams, find it hard to start conversations and make friends. Try and create moments for people to connect outside of their teams – Apps like Donut aim to connect your employees and encourage conversations globally! Use anchor days to bring teams together regularly for lunch and learns, team meetings and socials. This helps build relationships and keeps people connected in different settings.
Consider expanding flexibility into bank holidays or allowing your employees to nominate which religious holidays they recognise and trading ones they don’t celebrate.
Create language that enables employees to signal when they need support – especially in a virtual world where it is harder to read their body language – at hydrogen, we use our “Thriveometer” to rate how much we’re thriving that day.
TAKE SMALL ACTIONS THAT MAKE BIG IMPACT Carve out time outside your regular 1:1s to talk about motivations, aspirations and goals – make sure you keep checking in as they will change. Encourage input from all levels of the organisation on subjects both within their expertise and outside of their usual work – fostering creativity, inclusion, cohesion – allowing teams to feel connected to the organisations evolution and growth. Have clear career paths, pay rise and promotion targets that you review regularly. Equally, understand what progression looks like for individuals and how you could flex or move them around the organisation to provide growth opportunities.
Tap into their purpose – not just your organisations purpose. Knowing an individual’s ‘why’ can help you paint a better picture of their motivations, triggers and soothers. This can help you design the best possible working relationship.
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