Quality of Work Life: Employee Well-Being and Working Conditions (S-RH0018)

How long does the training course last?

7,00 hours(s)

1 day

In which language(s) is the training course taught?

When will the next session take place?

Who is organising this training course?

Le Luxembourg Lifelong Learning Centre (LLLC), le centre de formation continue de la Chambre des salariés, dispose d'une large gamme de formations continues qui s’adressent à tout un chacun. Son offre de formation a pour objet de doter les apprenants pour autant que possible du savoir-faire approprié pour maîtriser un environnement de travail, des processus et des technologies, voire des aptitudes sociales, en constante évolution, et ce pour sécuriser au maximum leurs parcours professionnels. Le LLLC propose une panoplie importante de formations: des cours du soir; des séminaires, qui peuvent être adaptés sur mesure selon les besoins des entreprises; des formations universitaires; des formations spécialisées; des formations pour seniors; des certifications professionnelles.

Who is the training course aimed at?

Human resources managers and officers, managers of small and medium-sized enterprises, team leaders, health and safety officers and members of staff delegations.

What are the aims or the skills being targeted?

Situate quality of work life within its Luxembourg and European framework and distinguish it from well-being, satisfaction and engagement.
Identify the working condition factors on which quality of work life is perceived, from work organisation to recognition.
Set up a continuous listening system along the employee lifecycle instead of a single annual survey.
Read results beyond averages and turn them into a prioritised action plan whose effect can be verified.

What does the training course cover?

What quality of work life actually covers
- concepts and regulatory framework in Luxembourg and Europe: the duty of prevention and the assessment of psychosocial risks;
- well-being, satisfaction, engagement and working conditions: four notions that are often confused and do not move together.
The factors that decide quality of work life
- work organisation: clarity of tasks, workflows, predictable working time and room for autonomy;
- health and workload: early stress signals, psychosocial risks and the balance between work and private life;
- social climate: cooperation within the team, openness and the way conflicts are handled;
- recognition, fairness and equal treatment: what counts beyond pay;
- the direct manager as the single strongest driver of perceived quality of work life.
Listening: from the annual survey to a continuous feedback landscape
- designing a listening architecture along the employee lifecycle rather than a one-off exercise;
- a baseline screening of strengths and challenges, then short focus surveys at a sustainable cadence;
- choosing question categories that lead to action instead of improvising a questionnaire;
- anonymity thresholds, data protection and trust as the precondition for honest answers;
- leadership feedback at 90, 180 or 360 degrees as an instrument of quality of work life.
Measuring, interpreting and acting
- reading results on four levels: what happened, why it happened, what will happen and what should be done;
- why averages might hide the individual insights;
- prioritising actions by effort and expected impact and preparing the economic case;
- communicating results, involving managers and verifying that the measures taken actually work.