Mira Vogelsang is a Marie Skłodowska-Curie doctoral fellow within the Health CASCADE project. Her research focuses on comparing the core elements of different co-creation processes, contributing to generalisable protocol development on how to conduct co-creation for workplace sedentary behaviour interventions.
The Workplace Health Co-Creation Study focused on addressing sedentary behaviour among employees – a growing concern in the context of increasing desk-based jobs. In a collaborative effort, a group of nine employees from Lifelink, a small-to-medium-sized enterprise in Glasgow, engaged in a co-creation process facilitated by myself and Lauren McCaffrey. The goal was to develop an action plan to tackle sedentary behaviour in the workplace. This initiative placed a strong emphasis on incorporating the voices of employees, ensuring their central role in shaping the future of workplace health at Lifelink.
I spoke with Jennifer Gordon, HR Director and a key co-creator from Lifelink, nine months after the Workplace Health Co-Creation Study concluded. She shared compelling insights into the longer-term transformative impact the study had on organisational culture, employee behaviours, and financial outcomes.
Reflecting on the study’s impact, Jennifer notes a tangible shift in organisational dynamics. Employees are now more conscious about sedentary behaviour, leading to practical changes such as holding more “walk and talk” meetings and organising monthly games nights. Managers have become more encouraging towards health initiatives, as evidenced by meetings being shortened from an hour to 45 minutes where possible, promoting movement between meetings. These initiatives not only promote physical activity but also contribute to a more engaging and well-rounded workplace environment.
Jennifer emphasises that these changes have improved relationships and job satisfaction, making interactions more open and relaxed. The actions to address sitting at work created during the study aligned well with Lifelink’s values, particularly around enabling individuals to be themselves and incorporating fun into the workday —for instance, holding one-on-one meetings while walking rather than sitting in an office. The study’s impact extends to individual behaviours, with employees adopting healthier habits such as taking breaks for walks and actively managing their well-being. Jennifer shares how one team member has embraced wellness tips from the study, leading to personal lifestyle changes. From a financial perspective, Lifelink has benefited from reduced recruitment costs thanks to lower turnover rates. New investments in health-focused initiatives, such as adjustable desks, further demonstrate Lifelink’s commitment to employee well-being.
Reflecting on the study’s outcomes, Jennifer enthusiastically recommends similar initiatives to other organisations. She underscores the value of the sustained, collaborative effort over time rather than relying on a one-off intervention. In conclusion, Lifelink’s participation in the Workplace Health Co-Creation Study exemplifies the power of employee-centric initiatives in fostering positive organisational change. By prioritising health and well-being, companies like Lifelink are not only enhancing their culture but also reaping tangible benefits that extend beyond the bottom line.
On behalf of our dedicated research team, I would like to express our gratitude and appreciation to the employees at Lifelink for their time and invaluable contributions and wish Lifelink continued success in their ongoing efforts to promote health and well-being in the workplace.
Do Lifelink’s innovative changes inspire you? Get in touch with us at mira.vogelsang@gcu.ac.uk