Massage for thousands of years now benefits both our body and spirit. It is integrally connected to our wellbeing.
For your Team
Corporate massage can increase your team’s performance as well as nurture a feeling of belonging.
640 Employees / 11 Points 4 Days / Athens-Larisa-Thessaloniki
‘’They offered 12’ of rejuvenating dry massage sessions without oil, in each one of us, in the meeting rooms we provided them. In combination with the energy drinks and special food mixtures they offered us at the end, they left each receiver perfectly happy, rejuvenated and in a really good mood’’
‘’The implementation methodology had an amazing flow, it anticipated for every possible detail and it was also flexible enough to adjust to our own particularities and rules. They were consistent, organized and handled professionally the project that we assigned them. Hygiene levels were high and the overall organization required little of our own time.’
OTE – Cosmote Group
1200 Workers / 6 Points / 4 Days / Athens
‘’They responded to our every request with great willingness and flexibility in the intensive program, they showed absolute adaptability to different audiences and cultures, and thanks to their communication skills they won all the employees.’’
‘’In the few minutes of break time for the workers in the Call Centers, Mark and John worked intensively and with great quality thereby giving really valuable moments of wellness to our employees, which was recorded on the assessment form completed afterwards.’’
‘’We believe that the opportunity will be given for a new cooperation – particularly in the context of Internal Communication programs – for the OTE Group employees, as a request has already been made for the resumption of a Wellness program with our partners Mark and John.’’
We have a series of delicious and beneficial suggestions that will accompany and supplement your people’s experience. Our focus is exclusively on super-foods and antioxidant mixes that boost your mood and increase your energy levels.
Our goal is to educate you about methods that promote physical and mental wellness as well as new ways of diet. If we influence your nutritional habits positively, we will also help you change your daily routine. Changing your daily routine helps improve your body’s energy reserves, boost your mental power and consequently increase your productivity.
Employee Engagement – The What, Why’s n Results
Employee engagement is a workplace approach resulting in the right conditions for all members of an organisation to give of their best each day, committed to their organisation’s goals and values, motivated to contribute to organisational success, with an enhanced sense of their own well-being. According to David Macleod: “This is about how we create the conditions in which employees offer more of their capability and potential”. Employee engagement is based on trust, integrity, two way commitment and communication between an organisation and its members. It is an approach that increases the chances of business success, contributing to organisational and individual performance, productivity and well-being. It can be measured. It varies from poor to great. It can be nurtured and dramatically increased; it can be lost and thrown away. Source Why employee engagement is important Research shows that organisations with high levels of employee engagement are more efficient and effective, and that highly engaged employees: are more customer focused, find they are more creative at work, and take less time off sick; care about the future of their organisation and put in greater effort to help it meet its objectives; feel proud of the organisation they work for and are inspired to do their best and motivated to deliver the organisation’s objectives. What can be achieved with high engagement levels Engaged Employees lead to… higher service, quality, and productivity, which leads to… higher customer satisfaction, which leads to… increased sales (repeat business and referrals), which leads to… higher levels of profit, which leads to higher shareholder returns (i.e., stock price) How to approach it While the benefits are obvious organisations looking to transform employee engagement can feel that the whole process is both daunting and complex, requiring deep cultural change and buy-in from staff and management at all levels. So how do you move from where you are now to fully engage with your workforce? The key point is that rather than trying to jump directly to the end of the journey, it is better to follow a more measured, step by step approach. There are a number of stages that every organisation tends to follow, and the first point is to identify where you currently sit. By knowing your organisational context you then have a better idea of the strategy and tactics you need to move to the next level. Source 1 Tactical Organisations are listening to their staff through a single, annual employee survey, often paper-based. This is a good start point, but the whole process is time-consuming and data tends to sit in a silo and is not integrated with other feedback from employees. The result is a backward-looking picture which can help make tactical improvements but doesn’t give businesses a view of what is currently happening. Employees can feel disengaged and that their voices go unheard. Many organisations are still at the tactical stage, but are looking to change. 2 Response driven Stage two of the journey adds event-driven feedback from employees to the annual survey. This comes from specific parts of the employee journey, such as promotions, return from leave or training sessions. How feedback is collected and used is much more personalised and there are systems in place to ensure responses are followed up satisfactorily. The result is a more holistic approach that boosts engagement as employees feel much more that they are being listened to. 3 Insight driven After the second stage, the employee voice is now embedded with business processes, and the feedback staff provide is helping to drive improvements. However, it is not yet a continuous, two way dialogue which will deliver real-time insight into what staff are thinking and allow the business to react quickly. At this point organisations need to add ‘always on’ feedback channels with staff able to provide their views however, and whenever, they want. By adding this vital source organisations can use this feedback to guide their strategy and take strategic, rather than just tactical, decisions. 4 Foresight driven Insight driven organisations benefit from deeply engaged employees who are happy to give their views, knowing that they will be listened to and acted upon. The final stage sees companies moving beyond insight to use feedback to predict the future and act accordingly. Across the entire organisation, decisions are determined by a deep understanding of the drivers behind employee behaviour, enabling businesses to accurately spot trends and opportunities and take immediate action to benefit from them. This drives transformational, sustained performance improvement. By the end of the journey, employees are not just engaged, but mobilised, proactively helping the organisation to meet its needs and committed and happy in their roles. Obviously to reach this point takes time as it requires a major cultural change and cannot be rushed. However, using the four stage model can provide a useful guide to the next steps you need on the journey to building a fully engaged, committed workforce, with all the benefits that this brings. Next Article: Engagement Ideas that really make sense…especially in Greece
A 3-Step Approach to Handle Flu Season @ Work
The winter season in Greece has began and its marking its way with symptoms of cold and flu. Here’s how to keep your workplace healthy — or fight back when something ends up going around. Source: Inc Along with the rain and the cold, the change in time and the sorter day, your employees are probably inadvertently tracking plenty of germs into the office. That’s nasty for them and nasty for you — sick employees are (contagious) unproductive employees. You can’t make it warmer in November so what, if anything, can be done to keep your workplace as healthy as possible?Here is a sensible approach to three key areas. Prevention The first step is stopping people from getting sick in the first place. Of course you can’t keep them away from their neighbor’s germy kid or that cough-filled metro, but at least you can help them arm themselves for cold and flu season. “Some businesses schedule on site flu shots which makes it easy and convenient for employees. If you don’t have the resources to do that, you can email out a list of nearby locations that have flu shot services available,” suggests Untemplater, and don’t forget to leave some free Vitamin C lying around so employees have it to hand at the first sign of sickness. Another, and must admit more Greek approach is of course Echinacea/Εχινάκια tea bags or pills or drops that you can leave next to the fruits basket and email a leaflet explaining the use and benefits of it. Echinacea encourages the immune system and reduces many of the symptoms of colds, flu and some other illnesses. It works best at the early stages, so its a preventive measure in a way! Quarantine Okay, the cold isn’t some medieval plague, but the principle of keeping the sick separate from the healthy still obviously applies, and, as we all know, modern office workers sometimes soldier on when it would be far better for the whole office if they headed home. As the manager, make sure you encourage them to stay away when sick. “Get a clear sick leave policy in place and stick to it,” suggests Untemplater. “You want people to be able to take time off to recover without feeling guilty, stressed, or worrying if they’re going to get paid or not.” But just setting out a sensible policy on sick leave isn’t enough. You also need to reinforce it on the ground: “keep a close eye on your teams especially during the height of cold and flu season. If you notice certain individuals displaying symptoms, take the initiative and send them home to rest. Some people are stubborn or hesitant to speak up about going home and will try to work through sickness when they’re actually at their most contagious.” Sanitation Keeping infected employees out of the office is a great start to battling seasonal sickness, but it needs to be paired with sensible sanitation measures, according to Untemplater. Anywhere lots of people touch is likely to be teeming with germs. Go on the offense. Wipe off that grimy cellphone, and disinfect microwaves doorknobs, light switches, etc. Another germ breeding ground you might not have considered is sponges.Throw them away. “Paper towels are a good alternative, microwaving damp sponges to kill germs, or replacing sponges often can help prevent cold and flu in the office,” notes Untemplater. Stay out of the office kitchen. Most people don’t realize that office kitchens are often a breeding ground for the flu, Moffitt says. “Try not to share eating utensils, dishes and linens if possible. During flu season it’s best to use disposable products. If those aren’t available employees should wash everything thoroughly before they use it.”
The Pillars of an Effective Workplace Wellness Program via HBR
Strategically integrated wellness programs have six strong pillars that simultaneously support their success, regardless of the size of the organization. Construct them well, and your institution could see the kinds of big returns that the 10 companies in our sample have garnered. Source: Harvard Business Review 1. Multilevel Leadership Creating a culture of health takes passionate, persistent, and persuasive leadership at all levels—from the C-suite to middle managers to the people who have “wellness” in their job descriptions. It’s easy to find employees who don’t participate in wellness programs. Some cite lack of time, little perceived benefit, or just a distaste for exercise. Others don’t know about available services or blame unsupportive managers. A few think their health is none of the company’s business or mistrust management’s motives. As with any worthwhile initiative, creating a culture of health takes passionate, persistent, and persuasive leadership. 2. Alignment A wellness program should be a natural extension of a firm’s identity and aspirations. Don’t forget that a cultural shift takes time. It’s not unusual for firms to enter the wellness space with a big splash that subsides to a ripple. As management priorities shift, the opportunity to integrate a culture of health can pass. Ideally, a wellness program should be a natural extension of a firm’s identity and aspirations. 3. Scope, Relevance, and Quality Wellness programs must be comprehensive, engaging, and just plain excellent. Otherwise, employees won’t participate. It’s not unusual for a company to think about employee health narrowly. Exercise is exercise, right? But employees’ wellness needs vary tremendously. 4. Accessibility Aim to make low- or no-cost services a priority. True on-site integration is essential because convenience matters. Our sample companies make low- or no-cost services a priority, and they know that convenience matters. On the SAS main campus, 70% of employees use the recreation center at least twice a week. Director Jack Poll’s explanation: “Our high participation rates are because, when we opened, we thought of all the reasons people wouldn’t use the facility and we worked to eliminate every one of them.” The center is open before and after work and on weekends, and the staff develops a variety of fresh, engaging programs. 5. Partnerships Active, ongoing collaboration with internal and external partners, including vendors, can provide a program with some of its essential components and many of its desirable enhancements. Internal partnerships help wellness programs gain credibility. At Biltmore, for example, wellness professionals partner with the company’s finance division to vet the cost-effectiveness of various programs. External partnerships with specialized vendors enable wellness staffs to benefit from vendor competencies and infrastructure without extra internal investment. Trust WorkWell and work hand in hand with Us to design your own, customised Wellness Program 6. Communications Wellness is not just a mission—it’s a message. How you deliver it can make all the difference. Sensitivity, creativity, and media diversity are the cornerstones. Wellness communications must overcome individual apathy, the sensitivity of personal health issues, and the geographic, demographic, and cultural heterogeneity of employees. The range and complexity of wellness services also can pose challenges. Outcomes Lower costs The savings on health care costs alone make for an impressive ROI. Greater productivity Participants in wellness programs are absent less often and perform better at work than their nonparticipant counterparts. Illness-related absenteeism is an obvious factor in productivity. Less obvious but probably more significant is presenteeism. Research consistently shows that the costs to employers from health-related lost productivity dwarf those of health insurance. Presenteeism—when people come to work but underperform because of illness or stress Higher morale Employee pride, trust, and commitment increase, contributing to a vigorous organization. Most analyses of workplace wellness programs focus on hard-dollar returns: money invested versus money saved. Often overlooked is the potential to strengthen an organization’s culture and to build employee pride, trust, and commitment. The inherent nature of workplace wellness—a partnership between employee and employer—requires trust. Because personal health is such an intimate issue, investment in wellness can, when executed appropriately, create deep bonds.