A strong culture of wellbeing in the workplace leads to greater personal wellness and work performance. The NIRSA Wellbeing Briefing Work Group invites you to use this table below as a guide to help you evaluate whether you are experiencing a culture of wellbeing in your current workplace.

If you answer “yes,” reflect on examples of how this culture of wellbeing is displayed and supported at your place of work. If you answer “no,” consider how you might contribute as an individual to promoting a culture of wellbeing at work.

Behaviors

Description

Yes/ No

If yes, list two examples

List one strategy or resource you can control that might help improve this area

My department has established norms that promote a culture of connection.
  • Psychological safety is sought by team leaders.
  • New team member onboarding includes relationship building opportunities. 
  • Offers training that fosters positive and authentic peer relationships, inclusion, equity, and acceptance.

My department has encouraged me to make time for my own health/wellbeing.
  • Supervision is based on mutual trust and embraces a collective approach to personal wellbeing.
  • Values work-rest balance and encourages employees to prioritize rest and rejuvenation. 
  • Offers flexible work arrangements due to caring for a sick child, going to the doctor,  scheduling uninterrupted focus time, walking meetings, etc.

My department provides me with leadership and development opportunities.
  • Invests in employee growth and development.
  • There are opportunities for continuous learning, training, and skill development. 
  • Employees are encouraged to pursue their career aspirations within the department.

My department fosters a collaborative and team-building environment.
  • Regular team-building activities and events are organized.
  • Employees have opportunities to bond both inside and outside of work. 
  • Leaders are seen creating and facilitating connections between departments and sub-units.

My department demonstrates appreciation and constant recognition of its employees.
  • Managers and leaders send personalized thank-you notes or letters to employees for their contributions or similar methods of gratitude and acknowledgment.
  • Recognize and reward employees’ dedication by promoting from within when possible and providing clear career trajectories. 
  • Leaders identify the direct impact of an employee’s work (on students, the university, faculty/staff, etc.) to develop a sense of purpose.

Learn more

This resource was developed by the NIRSA Wellbeing Briefing Work Group using the following source materials:

If you are looking for more wellbeing resources and support from NIRSA, be sure to check out the Recreation for Wellbeing page. 

  • For more information, please contact NIRSA Director of Advocacy & Strategic Partnerships Erin O’Sullivan.

The Wellbeing Briefing Work Group works in conjunction with the NIRSA Health & Wellbeing Task Force. The work group is responsible for putting together the Wellbeing Briefing and currently includes Lindsay Brookey (Co-chair), Assistant Director, Fitness at North Carolina State University, Lisa Williamson (Co-chair), Associate Director for Fitness, Well-being & Student Engagement at the University of Georgia, Lauren Arnoff, Assistant Director of Campus Recreation and Wellness at Rensselaer Polytechnic Institute, Leah Bank, Senior Coordinator, Fitness and Wellness at California State University, Bakersfield, Agnelia “Tiffany” Hernandez, Coordinator of Assessment at Texas Southmost College, Muriel Hyndman, Fitness Coordinator at Iowa State University, Trey Knight, Assistant Director, Student Aquatic Center & Outdoor Pursuits at the University of Knoxville, Jake Minnis, Assistant Director of Fitness & Wellness at the University of Arizona, and Kristin Traskie, Interim Associate Director of Health Promotion at Michigan State University.