The focus on the QWP is not only on the individualâ€™s wellbeing. After all, the domain of the workplace includes many individuals of varying ages (perhaps spanning four generations), each with his own standards, values, routine and work tempo. The QWP therefore calls for an (HR) organization which is dedicated to improving the competences and qualities of all staff in the interests of collective performance. This transition from individual to collective entails the creation of a new network: a â€˜High Performance Networkâ€™ in which each individual is not only aware of his or her own performance and productivity, but can compare them to those of the collective. In addition to a social component, this network will also introduce a marked competitive element which is likely to improve all-round performance.
Real time feedback
A third aspect of the collective approach is the real-time aggregated information that organizations will have about the overall health, wellbeing and commitment of the workforce in relation to their financial results. Those financial results are highly dependent on the performance and productivity of staff, and are of course negatively influenced by absenteeism, sick leave and the departure of employees who do not enjoy full job satisfaction. There have already been a number of experiments involving â€˜wearableâ€™ technology in the workplace, the results of which are very interesting. They show that employees who are more involved in the organization and its objectives are less likely to take time off. The costs to both the employer and the healthcare system are therefore lower. For this reason alone, the QWP can take a prominent place within the growing domain of HR Analytics.