Change management and essential skills for implementation

Implementing a wellbeing programme is treated in this video as a genuine organisational change initiative, and the content is structured around that premise from the outset. The video covers Kotter's eight-step model and the ADKAR model as distinct but complementary frameworks for managing that change, examining how each applies to the specific context of introducing workplace wellbeing provision. Alongside these models, the video addresses the role of absence data and engagement survey results as evidence for building urgency, the formation of a guiding coalition of organisational champions, and the importance of aligning a wellbeing vision with broader organisational objectives — all within the scope of AC 3.3 of 5OS07.

Resistance to wellbeing programmes receives sustained attention, with the video identifying the particular concerns that employees and line managers tend to raise, including perceptions of surveillance and anxieties about shifting responsibility for poor working conditions onto individuals. The video examines how resistance management draws on consultancy skills such as stakeholder questioning, persuasive presentation to different audiences, and facilitated consensus-building, as well as the professional boundary between challenging organisational practice and overstepping one's remit. Research skills are also covered in depth, with the video distinguishing between quantitative approaches — survey design, absence data analysis, and baseline measurement — and qualitative methods such as focus groups, noting what each can and cannot reveal about programme effectiveness.

Project leadership forms the third substantive area, with the video covering governance structures, milestone planning, resource management, and risk management as components of an effective implementation plan. Time management is addressed specifically in the context of practitioners who carry wellbeing responsibilities alongside broader HR duties. The video connects these skills back to the indicative content for AC 3.3, reinforcing that a suitable wellbeing programme must account for the characteristics of both the workforce and the organisation — whether a multinational company, a small firm, or another organisational type — rather than applying a single undifferentiated approach.