Creating a Culture that Encourages Wellbeing at All Levels - Toni Nestor

Toni has had a varied career in AIB, working mainly in operations areas managing large teams. Now, as Head of People Engagement in Customer Services, one of her critical areas of responsibility is driving the Wellbeing agenda for a diverse multi-location workforce of over 1,000 staff. Toni chairs the AIB Wellbeing Governance council who decide the areas of wellbeing AIB focuses on. Toni is responsible for ensuring that the 120 AIB Wellbeing Advocates are fully aware of all wellbeing initiatives.

The Wellbeing Culture at AIB

Connection with people is an essential part of the culture at AIB. Toni describes how before the pandemic, it was common to have face-to-face events at the office to guarantee the wellbeing of everyone. Exercise classes, coffee mornings, bake sales, among other things. Always with the intent of people connecting with each other, learning from each other, and helping each other.

In 2018 AIB got their first full-time Wellbeing Officer, and they created “The Wellbeing Council” which included different people across the entire organisation and with the responsibility of driving the wellbeing agenda and identifying what is best for employees at a given time. This was a decision made to make sure wellbeing initiatives were being spread through the entire organisation.

Another key element that supports the success of the programmes at AIB are the “Wellbeing Advocates” who work on a closer level with employees giving them autonomy to drive the agenda. Which, according to Toni, gives people a sense of ownership and ultimately leads to people feeling more empowered and more responsible for driving the wellbeing initiatives. 

The importance of Senior Leadership Support for Wellbeing

A common question we hear is how to get senior leadership support? And Toni shares that it was a very natural process at AIB. She mentions how the wellbeing officer has direct contact and support with those at a senior level, and how they get involved in the initiates that resonate the most with them to give their full support to help drive the wellbeing agenda.

This is a crucial element that makes wellbeing within organisations thrive.

The Wellbeing Agenda Post COVID

As part of the adaptation process to remote working, AIB started an initiative called “Time to Talk”. The purpose of this initiative is to make employees feel empowered to take time off and connect with their colleagues, have that virtual coffee, that virtual chat, and know that there is always someone there to support them.

They provided training for all advocates on how to identify someone who is having difficulties and how to reach out to that person and ultimately guide that person to find the help that they need.

The “Time to Talk” initiative grew out of a suggestion from one of the wellbeing advocates, demonstrating how important it is to not only encourage input and connection but also to be creative in the way you do it.

The Training and Duty of the Wellbeing Advocates.

AIB Wellbeing Advocates come from various seniority levels which is important as some employees might not feel comfortable reaching out to a senior leader or a manager but they will feel comfortable reaching out to a peer. And this way of structuring the support chain makes it more accessible for all employees.

It is also worth noting that advocates receive training to detect when someone may be in a difficult circumstance that affects their wellbeing and to be there to listen and support, but they are not meant to function as counsellors. What they do instead is to make the person aware of the Employee Assistance Program and the resources available through that.

What Will The Future of Work Look Like?

This is a question that comes up in almost every episode of the podcast, and the answers tend to be very similar. At AIB they developed a survey asking employees how they see their work life in the future and around 80% of the staff agreed on a blended approach where they have the flexibility to go to the office a few days a week and to stay at home a few days a week. It will, of course, be different for every employee depending on the role they have however, everything seems to point to that flexible culture where the choice is with the individual employee.

Want to connect with Toni? Follow her on LinkedIn.

Are you interested in learning more about workplace wellbeing and educating yourself in this area? Head on over to www.workwellinstitute.org, where I'm launching my online education programmes. You can learn all about my 8-step framework for developing a workplace wellness programme that lasts.

If you have any suggestions for future topics you'd like to hear on the show, email me directly, brian@workwellpodcast.com