Setting objectives, success criteria, and understanding constraints

Designing a wellbeing programme for 5OS07 Assessment Criterion 3.2 requires more than a good idea — it demands a structured approach to goal-setting, measurement and realistic scoping. This video addresses that foundation directly, covering SMART objectives and how they apply specifically to workplace wellbeing programme design. It examines the individual, team and organisational levels at which objectives should be set, and why distinguishing between these levels matters when justifying resource allocation and demonstrating programme relevance to genuine organisational need.

A central section of the video turns to success criteria, with particular attention to the distinction between lead indicators and lag indicators as two complementary types of measurable evidence. The video covers what each category captures — including participation rates, absence data, retention figures and survey scores — and explains the role of baseline data in making any measurement framework credible. The relationship between target-setting, external benchmarking and organisational context is also addressed, alongside the practical challenge that lag indicators present in terms of timing and attributability.

Constraints receive dedicated coverage across three broad categories: budgetary limitations, time and resource pressures, and legal and ethical boundaries. The video looks at how organisational cycles, HR capacity, manager capability and available facilities shape what a programme can realistically deliver, and how phased implementation can be used when resources are restricted. Legal considerations include health and safety legislation, UK GDPR requirements governing the collection and use of wellbeing data, and equality obligations relating to accessibility for employees with protected characteristics. The ethical principle of employee autonomy in relation to wellbeing participation is also named as a boundary condition relevant to programme design.