Energy, commitment and the ability to continue working in a healthy and productive manner form the basis of a sound sustainable employability policy. After all, being energetic and resilient at work is not a mere side issue, but a prerequisite for remaining employable in the long term. You can read below about how these two concepts relate to one another and what you, as an employee or employer, can do about them.
What is the difference between vitality and sustainable employability?
Being energetic and resilient at work is just one part of a bigger picture. Sustainable employability is the broader concept: the ability to continue working productively, with motivation and in good health, both now and in the future. Energy and physical wellbeing are key components of this, but sustainable employability also encompasses career development, job satisfaction and the ability to adapt to change.
People who feel good about themselves perform better and are better able to take on new challenges. But those who focus solely on physical wellbeing without considering career prospects, motivation or skills development are missing a large part of the picture. Sustainable employability requires a holistic approach that brings together energy, knowledge, skills and job satisfaction.
How does vitality affect employeesâ work performance?
Employees who are energetic and resilient demonstrably perform better. They are more focused, make better decisions, work more productively and are less easily distracted. Furthermore, they are more resilient in the face of setbacks or changes within the organisation, which directly contributes to a more stable working environment.
Physical and mental wellbeing also influence teamwork. Staff who feel well communicate more openly, are more positively engaged in their work and contribute to a pleasant working atmosphere. This, in turn, has a positive effect on colleagues and the organisationâs overall performance.
Furthermore, striking the right balance between effort and recovery ensures that staff remain fit for work for longer. Anyone who consistently expends too much energy without having the opportunity to recover will eventually become overworked. Investing in wellbeing is therefore not only good for the employee themselves, but also a wise choice for the organisation.
What elements should a wellbeing policy include?
An effective policy focused on wellbeing and employability comprises several layers which, together, form a solid foundation. It is not just about sports facilities or healthy lunches, but about a holistic approach that addresses the whole person.
- Physical wellbeing: focus on physical activity, ergonomics, a healthy diet, and sufficient sleep and recovery
- Mental health: a space for open discussions about workload, stress and personal wellbeing
- Job satisfaction and motivation: ensure that staff carry out work that matches their talents and ambitions
- Personal development: learning and development opportunities that help staff remain relevant
- Work-life balance: flexible working hours, time for recovery and consideration for employeesâ personal circumstances
- Career prospects: guidance in thinking about the future and anticipating change
All these elements reinforce one another. An employee who is physically fit but sees no prospects for their career will eventually drop out. The reverse is also true. A comprehensive policy takes all these dimensions into account.
When are employers required to have a wellbeing policy?
Employers in the Netherlands are legally obliged to ensure a safe and healthy working environment. This obligation is laid down in the Working Conditions Act, which requires employers to carry out a Risk Inventory and Evaluation (RI&E) and to implement policies relating to working conditions. A comprehensive wellbeing policy largely falls under this remit.
Specific obligations relating to broader employability programmes are not always laid down by law, but many collective labour agreements contain provisions on sustainable employability. Furthermore, there are tax schemes â such as the provision of a budget for training and development â which encourage employers to invest actively in this area.
Regardless of the statutory minimum requirements, it is wise for employers to look beyond what is strictly required. Organisations that proactively invest in the wellbeing and development of their staff see this reflected in lower absence rates, higher engagement and a stronger position in the labour market.
How do you measure whether a wellbeing policy is effective?
The effectiveness of a wellbeing policy is measured by regularly assessing whether staff feel energised, engaged and competent in their work. This is not achieved through a single assessment, but through a combination of quantitative and qualitative indicators which, taken together, provide an accurate picture.
- Employee satisfaction surveys: regular surveys on job satisfaction, workload and engagement
- Absenteeism figures: Trends in short-term and long-term absenteeism are a reliable indicator of well-being within the organisation
- Productivity and quality: How do teams and individual staff members perform over the long term?
- One-to-one meetings: Development and career reviews provide valuable qualitative insights
- Participation in programmes: How many staff members make use of the opportunities offered for development and wellbeing?
Effective policy requires continuity. One-off initiatives have little lasting effect. By regularly monitoring and making adjustments, you build a culture in which wellbeing and sustainable deployment be a matter of course.
As an employee, how do you start working on your own wellbeing?
As an employee, you start by becoming more self-aware: who are you, what gives you energy and what drains your energy? That sounds simple, but many people rarely stop to think about it. Yet that self-awareness is the foundation for everything that follows. Without knowing what drives you and where your strengths lie, itâs difficult to take targeted steps.
Start with self-awareness
Ask yourself some honest questions: What do I really enjoy about my work? What drains me? What are my strengths and how can I make the most of them? Self-awareness is the first step towards taking greater control of your own career and wellbeing. Tools such as talent assessments or a one-to-one session with a coach can be valuable in this regard.
Take small, practical steps
Change doesnât start with big leaps, but with small, achievable steps. Think about scheduling enough breaks, raising the issue of your workload with your manager, taking a training course that aligns with your ambitions, or consciously choosing tasks that suit your talents. Every step, however small, brings you closer to a situation where you can work with enjoyment and energy.
Thinking proactively about your career doesnât have to wait for a reorganisation or a difficult conversation. If you regularly reflect on your own development, youâll remain adaptable and confident, even as the job market changes.
This is how Nieuwkans helps you achieve long-term employability
We believe that everyone can shape their own future. At Nieuwkans, we help employees take control of their careers, with an approach that is fully tailored to your situation. Not a one-size-fits-all programme, but support that is tailored to who you are and where you want to go.
Our programme for sustainable deployment offers, amongst other things:
- Gain an understanding of your own talents and cognitive behavioural preferences through the scientifically-backed BrainsFirst methodology
- Interactive sessions on your current and future role, tailored to developments within your organisation and the labour market
- Personal guidance on making informed career choices and anticipating change
- Tailored coaching focused on job satisfaction, personal effectiveness and long-term employability
Would you like to take a proactive approach to shaping your future and enjoy your work with greater confidence and satisfaction? Get in touch and find out what Nieuwkans can do for you.