Sustaining and embedding: a strategic and dynamic approach to workplace wellbeing1

Much research on practices to improve workplace health and wellbeing focuses on specific ‘interventions’ or combinations of ‘interventions’. In this stream of research, an intervention is a specific and discrete organizational action mandated by management, with a planned and specific target. However, organizations typically can and do adopt multiple workplace health and wellbeing practices in a strategic and evolving programme. In the current chapter, we outline a model of how organizations sustain, embed, and change patterns of workplace health and wellbeing practices over the longer term in coherent and strategic programmes. We suggest that this adaption of programmes is especially relevant in the current turbulent era we find ourselves in, post-COVID-19.