Wellbeing interactions with reward, engagement, learning, and organisation design
5OS07 – Wellbeing at work
This CIPD Level 5 learning video for unit 5OS07 – Wellbeing at work explores how employee wellbeing interconnects with critical people management practices, specifically addressing assessment criteria 2.2. The video examines the dynamic relationships between wellbeing and key organisational areas including reward systems, employee engagement, learning and development initiatives, and organisation design. By analysing these interactions, learners will understand how integrated people management practices create a holistic approach to supporting employee wellbeing and organisational effectiveness.
What this video covers
Covering AC 2.2 of the CIPD Level 5 unit 5OS07, this video examines how wellbeing interacts with reward, employee engagement, learning and development, and organisation design and development. Rather than treating these as separate concerns, the video addresses the connections between them and wellbeing, including the role of pay fairness, non-financial recognition, benefits design, and performance-related pay structures. The discussion of reward draws on the distinction between absolute pay levels and perceived equity, alongside considerations of workforce demographics in benefits design.
The engagement strand of the video focuses on the bidirectional relationship between wellbeing and engagement, including how communication practices, psychological safety, and employee voice mechanisms shape outcomes in both areas. The learning and development section covers eudaimonic wellbeing in the context of growth and purpose, career development and future orientation, and the particular significance of manager development as a wellbeing intervention — addressing how line managers influence wellbeing through daily behaviours, workload management, and their capacity to hold supportive conversations.
Organisation design and organisational change round out the video's scope, with attention to how structural decisions around reporting relationships, spans of control, and process design carry wellbeing implications. The treatment of change management considers how transitions generate uncertainty and increased workload, and what this means for people professionals advocating for wellbeing-conscious approaches. Taken together, the video builds a picture of wellbeing not as a standalone specialism but as a thread running through reward strategy, engagement and communication practice, learning investment, and structural design choices.
Assessment Criteria 2.2
Discuss how wellbeing interacts with other areas of people management practice.
Indicative Content
Recognition of integration with all aspects of people management activities. Review with other areas of people practice – such as job design, work practices, health and safety, diversity, reward and recognition, engagement and communication, learning and development, organisation design and development.
What You'll Learn
Video covering: Wellbeing interactions with reward, engagement, learning, and organisation design
About 5OS07 – Wellbeing at work
This unit explores the importance of wellbeing in the workplace and the relationship with people practices and organisation strategy. The design and development of effective wellbeing programmes is examined to meet people and organisational requirements
More 5OS07 Videos
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AC 2.1 – Evaluate key stakeholders' contribution to improving wellbeing at work.
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AC 2.1 – Evaluate key stakeholders' contribution to improving wellbeing at work.
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AC 2.1 – Evaluate key stakeholders' contribution to improving wellbeing at work.
Introduction to wellbeing integration and the systems thinking approach
AC 2.2 – Discuss how wellbeing interacts with other areas of people management practice.
Wellbeing interactions with work practices, health and safety, and diversity
AC 2.2 – Discuss how wellbeing interacts with other areas of people management practice.
Introduction to contextual fit and integrated wellbeing strategy
AC 2.3 – Analyse how organisational context shapes wellbeing.
Size, sector, and workforce composition
AC 2.3 – Analyse how organisational context shapes wellbeing.
The role of organisational culture and strategic alignment
AC 2.3 – Analyse how organisational context shapes wellbeing.
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