CIPD Level 7 Unit 7OS06 Wellbeing at Work Assignment Example 2026

CIPD Level 7 Unit 7OS06 Assignment Example 2026

About this Unit

This unit highlights the importance of wellbeing in the contemporary workplace to employer and employee outcomes. It provides learners with a comprehensive knowledge of the links between work, health and wellbeing, and an understanding of the social responsibilities of organisations, based on key theories in this area. The unit develops a critical understanding of how wellbeing initiatives can be created, supported, and integrated within people practices for strategic benefit and supports learners to engage with key critiques of the wellbeing agenda.

What you will Learn

You will critically evaluate definitions of wellbeing and why this concept is important to employers and employees. You will review key theories relating to wellbeing at work and how organisations engage with it. You will develop an understanding of the links between work, health, wellbeing and people management practices and processes, examining individual and group factors that impact on wellbeing at work. You will also explore the link between wellbeing and employer outcomes, including how it improves performance and productivity. Additionally, you will learn about how organisational culture shapes wellbeing at work and the impact of wellbeing strategies, including the challenges that employers may encounter when individualising initiatives for employees.

Learning Outcome, Assessment Criteria and Indicative Content

1 Understand how wellbeing is relevant to the workplace.

1.1 Critically evaluate the key theories and definitions that relate to wellbeing at work.

Key theories relating to wellbeing at work, such as: engagement and burnout, positive psychology, corporate culture, P- E fit, psychological contract, work- life balance, cybernetic theory of stress and the effective management of individual factors, that is, personality: Type A and B, hardiness, resilience, locus of control.

Definitions of wellbeing and its key domains. Definitions that highlight the physical, mental and social aspects and their interactions with the workplace. Look at definitions from the World Health Organization and the CIPD. Understand that definitions vary and are contested.

1.2 Evaluate why wellbeing is important for employers and employees.

Why wellbeing is important for the individual and the organisation in relation to efficiency and productivity. The business case for wellbeing; days lost to workplace stress; addressing mental health problems, lack of work- life balance, long- hours culture; people working at the organisation’s premises, such as contractors and temporary agency staff; the self- employed working in the gig economy. Recognition that it can lead to better employee morale and engagement, healthier and more inclusive culture and lower absence rates. Ultimately it promotes organisational health and sustainability.

1.3 Examine the responsibilities of organisations to engage with workplace wellbeing.

Covering the legal duty of care/minimum requirements (Health and Safety Executive requirements), as well as issues of corporate social responsibility (CSR) and corporate reputation impacting on recruitment, retention and brand image. Business ethics, stakeholder interests and competitive/strategic advantage.

2 Understand the links between work, health, wellbeing and people management practices and processes.

2.1 Examine the individual and group factors that impact on wellbeing at work.

Factors such as stress, shift work, social support, sleep, change, workload, job demands, resources, job security, culture, control, commitment, work relationships, bullying; demand- resources model. Also factors outside of work, such as care responsibilities and financial situations.

2.2 Critically evaluate how a lack of support for employee wellbeing may impact on organisational and employee outcomes at work.

How wellbeing impacts both organisations and individual outcomes for example turnover, absenteeism, presenteeism, leave- ism, mental health, productivity – key areas covered in the CIPD wellbeing report.

2.3 Evaluate the effectiveness of management of wellbeing and its integration with other areas of people management activity.

The role of people practices and processes in integrating wellbeing with all areas of people management, such as diversity and inclusion, organisation design, organisation development and culture, resourcing, learning and development, reward, engagement, employer branding, employment relations. The role of line managers in supporting wellbeing.

2.4 Analyse the effectiveness of wellbeing initiatives and the role of health promotion programmes and other interventions in the workplace.

For example, through occupational health, sickness absence management, long- term health conditions and their management, health and safety risk assessments, employee assistance programmes. Promotion and evaluation of wellbeing at work initiatives, for example financial initiatives, mindfulness, health checks. Exploring the workplace as an appropriate setting for such initiatives.

3 Understand how employer and employee wellbeing aligns with strategy.

3.1 Evaluate the tools and assessments used in workplace health and wellbeing to provide an evidence- based approach.

Creating an evidence- based approach taking account of tools, models and operating context, exploring, for example, current workplace issues, job type, health issues, organisation size and structure.

3.2 Critically evaluate key domains of creating and maintaining wellbeing strategies.

Key domains of wellbeing strategies, and links to organisational strategy to include, for example, the CIPD’s wellbeing pyramid model, including links to engagement, culture, leadership and people management. Recognition that it is not an ‘add- on’ or nice- to- have but is a strategic act.

3.3 Analyse the impact of wellbeing strategies on employer and employee experiences and outcomes.

Links between wellbeing and employee experiences and outcomes such as commitment, satisfaction, engagement, identification with the organisation, etc, plus the value of wellbeing in itself.

Links between wellbeing and employer outcomes, such as improved performance and productivity, retention, employer branding, lower costs through fewer accidents, lower levels of labour turnover, more creative thinking, lower levels of conflict (for example bullying and grievances).

3.4 Discuss how to change elements of an organisation’s system to positively impact wellbeing

Models of systems thinking; organisation design and structure; strategy; work design; skills; culture; processes; management style.

4 Understand the importance of the wellbeing strategy to sustain organisational performance.

4.1 Critically analyse how organisational culture and control shapes wellbeing at work.

Culture and control – leadership and management strongly encouraging athletic pursuits amongst employees. The effects of this on non- conforming bodies or ‘different’ bodies, for example the disabled body and the maternal body. The moralising of wellness at work and ethical leadership. The moralising of wellness – if you don’t engage with wellness, you are a ‘bad’ person. The extrovert as a model of wellbeing. How do we know what ‘positive’ is?

4.2 Discuss the problems inherent in individualising wellbeing initiatives.

The promotion of gym memberships, healthy eating, etc, as proliferating wellbeing as the responsibility of the individual. How to persuade/convince organisations to take more responsibility to monitor workload, bullying, etc.

4.3 Evaluate how the people management function can contribute to appropriate corporate cultures and strategies to support wellbeing.

The role of people management professionals in supporting sustainable wellbeing policies. Respect for individual boundaries and bodies. Organisational issues concerning absenteeism, presenteeism, performance, efficiency and corporate image.

4.4 Discuss the importance of supporting line managers in implementing sustainable wellbeing policies.

How line managers can address issues of workload, work environment, bullying, diversity, health, etc. Self- awareness exercise and L&D to improve the understanding of line managers. Issues of implementation in relation to other line manager goals, such as team performance, quality, costs. Wellbeing champions promoting organisational as well as individual responsibility.

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