Case Study: Translink - Wellbeing Champions and H&W communications

20/10/2022

To strengthen their wellbeing vision and the support provided to their employees’, Translink incorporated guidance from the Healthy Culture Framework into their activities.

Why did Translink incorporate the Healthy Culture Framework?

Translink proactively looks for collaboration opportunities and good practice in other organisations to develop and improve their wellbeing strategy.

The release of the Healthy Culture Framework coincided with Translink's review of their Wellbeing Strategy. Translink incorporated guidance from the framework into their activities to add value and strengthen their wellbeing vision.

How did Translink use the framework?

Translink’s health and wellbeing (H&W) team were keen to support and improve workforce health and wellbeing. The publication of the Healthy Culture Framework and the guidance from an RSSB H&W Specialist, enables them to map their revised strategy against rail industry best practice.

The Healthy Culture Framework flexibility allowed Translink to adapt it to fit with their needs and prioritise elements for the short- and long-term.

Which parts of the framework were used and why?

Translink considered the challenges for delivering a Wellbeing programme and decided to focus on ‘communication and sharing’ and ‘peer support’.

By consultation with RSSB’s H&W Specialist, Translink followed the framework’s guidance and assessed the current situation using key implementation questions, checklists, and examples of good practice. Following that, several challenges were identified, and solutions were proposed.

Communication and sharing

Communication channels
Challenges

H&W messages were mainly communicated through the intranet and a company app. Both pose limitations in relation to access, interaction and measuring engagement:

The Intranet allows only several article views to be displayed.

The intranet can only be accessed by employees who have a company email address (approximately 30%).

The app has only been downloaded by approximately 70% of the employees.

The analytics only show the top 10 to 20 posts of specific sections that get most hits.

Both channels allow for comments to be posted but the interaction has been low. Additionally, the system doesn’t provide notifications of new comments, so the H&W team need to check these regularly.

Proposed solution

A more direct communication method to target the hard-to-reach audience was suggested.

To use toolbox talks, staff briefings, messages passed through peer supporters and posters displaying clear messages and QR codes in areas of high traffic (e.g. toilets, staff changing rooms, staff canteens, common rooms etc.).

Additionally, Translink is considering incorporating a ‘call to action’ into their H&W messages, like questions, competitions, challenges. This was the approach taken on a recent post about a ‘Step Challenge’, which had high engagement.
Number of H&W posts
Challenges

There are approximately three new H&W posts a week, focusing on H&W tips, signposting to resources, blogs, signs and symptoms of poor health and introducing peer support. Messages are rarely repeated. The H&W team is concerned that fewer messages will diminish the presence and visibility of the H&W department and support offered.

Proposed solutions

With communication, less is often more. It was suggested to limit the number of weekly posts as too many messages can be overwhelming, and people will struggle to see relevant and important information.

To reuse and repost the same messages in different formats or contexts and on different channels. For example, a post about the benefits of hydration can be followed by an article on hydration, a short blog about water fountains available on site and linked to ‘check your urine colour’ poster displayed in toilets. This approach helps messages resonate and not diminish the visibility of the H&W support.

More specific tips are more effective, for example, instead of saying ‘drink more water’, it could be more effective to specify ‘drink 6-8 glasses of water a day’.

Create a yearly plan, which incorporates messages on three to five topics will be more effective.
Mixed messaging
Challenges

The H&W strand of the corporate strategy is branded ‘Go Healthy’. However, the Internal Comms team introduced ‘Spirit’ in their H&W messages to encapsulate the company’s vision.

Proposed solutions

To explore building a united brand for all H&W messages. A consistent logo and branding to help the workforce identify H&W messages.
Feedback and engagement
Challenges

The H&W messages created are based on data and feedback such as reasons for absences, employee surveys, pulse survey (e.g. work-life balance), results from health checks and situations that arise (e.g. bereavement). However, feedback is rarely received.

Proposed solutions

To explore how the effectiveness of communications can be measured. Suggestions included measuring engagement with the app, incorporating more questions about the H&W communication in a staff survey and feedback from peer supporters.

Peer support at Translink

Peer support recruitment
Challenges

Currently, there is no ongoing recruitment for peer supporters. Previous recruitment strategies included poster advertising, asking line managers and other peer supporters to nominate individuals.

Proposed solutions

To use multiple channels to recruit new peer supporters. For example, the app, the intranet, posters, toolbox talks, recommendations from other peer supporters and managers.
The training of peer supporters
Challenges

There are several peer support groups, including Mental Health First Aiders (MHFA), Wellbeing Champions and Menopause Champions. However, only MHFA and Menopause Champions received a formal training.

Proposed solutions

To make a clear distinction between Wellbeing Champions and other peer supporters.
Wellbeing Champion role not defined
Challenges

There is no role description for Wellbeing Champions.

There are around 30 Wellbeing Champions, however, only around 10% are actively supporting H&W of their peers.

Proposed solutions

Define the Wellbeing Champion role, recruit new champions and offer new recruits training, and to increase engagement and accountability.

Involving unions to increase the effectiveness of peer supporters. Union Reps should be part of the consultation when defining the role and they should be encouraged to use their own communication channels to support recruitment.

A draft Wellbeing Champions role has been defined, (see below) and this will be shared with the Unions and their feedback obtained.
Interactions of the Wellbeing Champions
Challenges

Wellbeing Champions meet virtually twice a year and share a WhatsApp group, to discuss H&W initiatives, gather feedback, and offer suggestions on shaping the H&W of the workforce, feeding into the strategy and overall delivery of the wellbeing programme.

Proposed solutions

To meet and touch base more frequently. In addition, an online hub and local champions meetings could be organised to facilitate collaboration, exchange of resources, ideas and offer support to champions.

A dedicated email address for Wellbeing Champions so timely information can be circulated, updates provided, and feedback gathered about wellbeing initiatives.

Wellbeing Champions role description

Role holders will be given initial and ongoing training throughout the year. Wellbeing champions are asked to commit to this role for at least 1 year.

Promote upcoming activities, initiatives, and events in relation to H&W. For example, sharing details at meetings and putting up posters.
Support the roll out of H&W initiatives, for example, encourage teams to participate in challenges such as a step challenge.
Encourage formal feedback (eg staffs surveys) and general feedback through everyday conversations. Share insights with the H&W team.
Attend two to three briefing a year to review H&W plans, share thoughts and provide feedback.
Maintain local noticeboard(s) and ensure wellbeing messages are accessible.
Encourage employees to download the company app and access wellbeing information.
Organise at least one local H&W initiative a year (with immediate teams). Request support for local H&W initiatives.
Bethe point of contact for their area for H&W and signpost colleagues to relevant support.
Promote their role to local colleagues to ensure visibility e.g. using posters, bio on the app, videos.
Promote H&W services, events, initiatives using existing communications channels such as WhatsApp groups, group emails, team meetings, informal chats.
Signpost others interested in becoming a Wellbeing Champion to the H&W team.
Encourage colleagues to live a healthier lifestyle by being a role model for positive, healthy behaviours.
Always maintain confidentiality of information.