How to engage for change

Bupa has recently launched ‘Smile’. It’s a movement we created to bring to light what’s really important at work: health and wellbeing.

Here we talk with Diana Black – Bupa Australia Employee Health and Wellbeing Manager about how to build engagement during launch.

How did you launch ‘Smile’ across Bupa in Australia?

The most critical part of launching Smile was ensuring we had done everything possible to achieve engagement. Without engagement, our people and leaders would not have known what is available to them or how to take advantage of the program. With more than 15,000 people located at Bupa’s 400 sites, we needed to develop a clear structure to communicate Smile and to start building participation.

Talk us through the steps you took to build company-wide engagement:

Firstly, we developed an internal communication strategy, setting our key messages and communication objectives and utilising the multiple communication channels available across the business, including leader promotion.

We then developed a ‘service delivery and engagement framework’ which showed how key teams would support ongoing engagement within the different businesses, sites and teams. It was the mix of local and national engagement tactics which we knew was important to gain cut through to the different locations and audiences.

As part of this framework, clear roles and responsibilities were identified and communicated with the relevant stakeholders to gain their support, so they understood their part to play in making Smile a success.

The key roles and responsibilities are:

  • The delivery team – responsible for setting up and delivering all aspects of the national workplace health and wellbeing program
  • The internal comms team – advising and helping promote the Smile program across multiple channels nationally
  • Program representatives – key business unit representatives responsible for driving engagement with their local leaders and teams
  • Wellness champions – individuals in local teams who promote and encourage engagement with their immediate peers.

In addition to these teams, we also ensured the key leaders of the business were across the Smile program; what it means for them, their teams and how it can benefit the long term business objectives and supports Bupa’s purpose. We ask leaders to be active role models by participating with Smile program initiatives.

How did you engage the leaders of the business?

Prior to communicating Smile more broadly, we provided each leader with a briefing kit including an overview of the program, key communication dates and activities and where they could go to for further information. We also provided FAQs and talking points about Smile to aid discussions with their teams.

What are your top tips to engaging a workforce?

Know your audience. While delivering Smile this year we are also gathering insights from the business and our people to help guide future program design. This is especially important with a diverse workforce.

If you need more help in starting this process, our team of workplace health advisors are more than happy to help.  Get in touch today.

This information has been reviewed for Bupa by health professionals and to the best of their knowledge is current and based on reputable sources of medical research. It should be used as a guide only and should not be relied upon as a substitute for professional medical or other health professional advice. Bupa HI Pty Ltd (and its related entities) makes no warranties or representations regarding the completeness or accuracy of the recommendations or assessments and is not liable for any loss or damage you suffer arising out of the use of or reliance on the information, except that which cannot be excluded by law. We recommend that you consult your doctor or other qualified health professional if you have questions or concerns about your health.

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