Strategic HRM for Health, Safety, and Well-being
In modern
organizations, Health, Safety, and Well-being (HSW) have moved beyond
compliance; they are now strategic components of Human Resource Management. As
highlighted in contemporary HRM theory, HR plays a critical role in supporting
employees, building a positive culture, strengthening leadership, and improving
employee retention (Armstrong, 2021). These outcomes directly connect to the
implementation of robust HSW strategies. In Sri Lanka, where industries such as
apparel, manufacturing, hospitality, IT, and retail employ large and diverse
workforces, ensuring employee well-being has become essential for achieving
long-term organizational success.
Why Health, Safety, and Well-being Matter
Effective HSW management aligns with several key HRM outcomes,
Improved
employee engagement
Higher
productivity
Reduced
resistance to change
Positive
workplace culture
Better
leadership performance
Enhanced
organizational success
A strong focus
on HSW allows employees to feel valued and supported—key drivers of retention
and performance (Bratton and Gold, 2017).
Safety is a fundamental HRM responsibility. It ensures employees can perform their duties without fear or risk, which improves trust and engagement.
Example - Apparel Sector – MAS Holdings,
MAS Holdings invests heavily in workplace safety through:
Strong
compliance with global standards
Ergonomic
workstation design
Fire safety
programmes and emergency drills
Women-focused
safety initiatives (transport, secure facilities)
These
initiatives minimize workplace injuries and reinforce MAS’s commitment to
employee well-being, reflecting the core HR responsibility of providing a safe
work environment (Dessler, 2020).
2. Supporting Mental Health and Emotional
Well-being
Modern HRM emphasizes the importance of supporting employees through change a process that requires emotional and psychological support. This is often framed as part of the psychological contract between employer and employee (Boxall, Purcell and Wright, 2007).
Example - Dialog Axiata,
Dialog offers psychological support services such as:
Employee
counselling programmers
Digital
mental-health tools
Stress-management
workshops
These services
are crucial in today’s high-pressure digital work environment and improve
overall performance and retention by addressing the holistic well-being of the
workforce.
3. Promoting Employee Wellness and Work–Life
Balance
A positive workplace culture is essential for organizational success, and health & well-being initiatives are key tools for building such a culture.
Example - Brandix
Brandix promotes employee well-being by offering:
Fitness centers
for employees
Wellness checks
and health screenings
Nutritional
programmers in factories
Mindfulness and
yoga sessions
These programmers
strengthen employee morale and reduce absenteeism, demonstrating how strategic
wellness initiatives contribute to a positive and productive culture
(Armstrong, 2021).
4. Strengthening Leadership Commitment to
Safety
Leadership effectiveness is critical for successful HSW strategies. When leaders visibly champion safety, it signals its importance to the entire organization.
Example - Keels
Keels ensures that health and safety leadership is integrated by:
Conducting
leadership safety walk-throughs
Setting HSW KPIs
for managerial staff
Providing
training on crisis response
Effective
leadership involvement improves compliance and builds a culture where employees
priorities safety, reinforcing the link between leadership and strategic HR
outcomes (Boxall, Purcell and Wright, 2007).
5. Enhancing Organizational Agility Through
HSW Policies
The ability to adapt quickly to crises is a hallmark of an agile organization. HSW policies are a critical component of this agility.
Example - Hospitality Sector – Jetwing Hotels
During the COVID-19 pandemic, Jetwing Hotels rapidly upgraded:
Hygiene
protocols
Employee safety
training
Medical
screening procedures
Quarantine
support measures
This flexibility
allowed the company to maintain operations safely and demonstrate
responsibility toward employees and guests, showcasing how HSW is integral to
organizational adaptability (Bratton and Gold, 2017).
6. Integrating Technology into Health &
Safety Practices
Digital HR tools enable organizations to manage well-being more efficiently and proactively.
Example - Pick Me
Pick Me uses digital platforms to:
Monitor driver
safety records
Provide
reminders for vehicle maintenance
Track fatigue
patterns
Offer automated
health alerts during peak periods
Technology
ensures consistent safety practices across thousands of drivers, illustrating
the growing role of digital HRM in managing modern workforces (Armstrong,
2021).
7. Training and Development for Safer
Workplaces
Training is a valuable tool for reducing resistance, improving performance, and ensuring employee competence in safety procedures.
Example - Softlogic Retail
Softlogic trains employees in:
Occupational
safety procedures
Handling
electronic equipment
Customer
conflict management
Emergency
response
Training reduces
accidents and ensures employees know how to respond confidently in high-risk
situations, highlighting the critical role of HR-led training and development
in organizational safety (Dessler, 2020).
Conclusion
Health, Safety,
and Well-being are indispensable pillars of Human Resource Management. As
highlighted in strategic HRM theory, HRM aims to support employees, strengthen
leadership, promote a positive culture, and improve organizational success
(Boxall, Purcell and Wright, 2007). Effective HSW strategies achieve all these
outcomes by ensuring employees feel valued, protected, and empowered. In Sri
Lanka, leading organizations across apparel, banking, hospitality, IT, and
retail are investing in strong HSW frameworks to drive performance, reduce
turnover, and maintain sustainable work environments. By making health, safety,
and well-being central to HRM strategy, organizations can build a future-ready
workforce that thrives in any environment.
References
Armstrong, M.
(2021) Armstrong's Handbook of Human Resource Management Practice (15th edn.).
London: Kogan Page.
Boxall, P.,
Purcell, J. and Wright, P. (2007) The Oxford Handbook of Human Resource
Management. Oxford: Oxford University Press.
Brandix Lanka
(2022) Sustainability and Well-being Report. Available at: https://brandix.com
Bratton, J. and
Gold, J. (2017) Human Resource Management: Theory and Practice (6th edn.).
London: Palgrave Macmillan.
Dialog Axiata
PLC (2023) Annual Report. Available at: https://dialog.lk
Dessler, G.
(2020) Human Resource Management (16th edn.). Harlow: Pearson.
Jetwing Hotels
(2022) Health & Safety Programme Overview. Available at:
https://jetwinghotels.com
John Keells
Holdings (Keells) PLC (2022) Annual Report. Available at: https://keells.com
MAS Holdings
(2022) Sustainability and Health & Safety Report. Available at:
https://masholdings.com
PickMe Digital
Mobility Solutions (2023) Safety & Driver Well-being Initiatives. Available
at: https://pickme.lk
Softlogic
Holdings PLC (2022) Employee Safety Guidelines. Available at:
https://softlogicholdings.lk
Good article Rajitha.
ReplyDeleteThe Keells leadership safety walk-throughs are an effective approach—visible leadership commitment makes safety a shared responsibility rather than just a policy document. In operational environments with multiple locations, regular leadership engagement at ground level reinforces that employee safety is genuinely valued, not just mandated.
Hi Dharsha,
DeleteThis is a fantastic point, thank you! You absolutely nailed it.When leaders get out of their offices and onto the shop floor, it sends a message that no memo can. It shows they're not just talking the talk, but walking the walk—literally.
Your phrase "valued, not just mandated" is the perfect summary. It's the difference between a team following rules because they have to, and a team looking out for each other because they want to. That's the foundation of a real safety culture. Great observation!
You clearly connected HR strategy with workplace safety and employee well-being, which many organisations still undervalue. In my view, safety isn’t just compliance it’s a cultural responsibility.
ReplyDeleteHi Shashi.
DeleteThank you for your insightful comment. You've articulated the central argument perfectly.
When safety is treated as a mere compliance checkbox, it's a cost center. When it's embraced as a cultural responsibility, as you rightly state, it becomes a core part of the organization's identity and a powerful driver of trust and engagement. That's the strategic shift that makes all the difference.
This essay shows that health, safety, and well‑being are no longer just compliance requirements but have become key tools in HR strategy. Leading companies in Sri Lanka demonstrate that when organizations invest in safety, mental health, wellness, and committed leadership, employees respond with trust, engagement, and resilience. The strongest message is that HSW is not only about protecting workers—it is about helping them thrive and building long‑term organizational success.
ReplyDeleteThank you so much for your thoughtful comment. I'm especially glad that the idea of HSW being about 'helping them thrive' resonated with you.
DeleteYou've perfectly articulated the crucial shift from a reactive, compliance-based mindset to a proactive, strategic one where employee well-being is a foundation for organizational success. When people feel genuinely cared for, the trust and engagement they give back is invaluable.
Thank you again for summarizing it so clearly.
This article effectively emphasizes the strategic role of Health, Safety, and Well-being (HSW) within HRM. By linking HSW initiatives to employee engagement, retention, and organizational performance, it clearly demonstrates that well-being is not just compliance, but a driver of culture and productivity. The use of real Sri Lankan examples—such as MAS Holdings’ safety programs, Dialog Axiata’s mental health initiatives, and Jetwing Hotels’ pandemic response—strengthens the argument, showing how HR leadership and robust HSW strategies create safer, more motivated, and agile workforces.
ReplyDeleteThank you so much for your thoughtful and detailed comment. I truly appreciate you taking the time to share your perspective.
DeleteYou've perfectly captured the core message of the article. I'm especially glad that the emphasis on HSW as a strategic driver of culture and productivity, rather than just a compliance requirement, resonated with you.
Your point about the real-world Sri Lankan examples is also spot on. The goal was to show that these aren't just theoretical concepts but practical strategies that leading companies are using to build a more motivated and resilient workforce.
Thank you again for your kind words and for adding to the discussion.
This is a powerful reminder of how essential health, safety, and well-being are to effective HRM. I really appreciate how the post connects HSW to broader outcomes like engagement, productivity, leadership effectiveness, and organizational agility—all of which were highlighted in your document. It shows clearly that when employees feel safe, supported, and valued, performance naturally improves.
ReplyDeleteThank you so much for your thoughtful comment. I'm especially glad that the idea of HSW being about 'helping them thrive' resonated with you.
DeleteYou've perfectly articulated the crucial shift from a reactive, compliance-based mindset to a proactive, strategic one where employee well-being is a foundation for organizational success. When people feel genuinely cared for, the trust and engagement they give back is invaluable.
This is a clear overview of how Health, Safety, and Well-being have become key elements of HRM. I especially appreciated the practical Sri Lankan examples, from MAS Holdings’ safety initiatives to Dialog Axiata’s mental health programmes, which really show their impact on engagement, retention, and performance. It would be interesting to explore some of the challenges as well for instance, smaller firms may struggle with resources or leadership commitment, and evaluating the effectiveness of wellness initiatives can be tricky. With work becoming more digital and remote, HSW strategies also need to adapt to new stressors and risks.
ReplyDeleteThank you so much for your thoughtful and constructive feedback! I'm delighted to hear that you found the overview clear and that the practical examples from MAS Holdings and Dialog Axiata effectively illustrated the impact on key metrics like engagement and retention.
DeleteYou have raised two incredibly important and insightful points that would certainly add a more robust and realistic dimension to the discussion.
Your observation about the hurdles smaller firms face particularly regarding resources and securing leadership commitment is spot on. This is a critical aspect that is often overlooked and addressing it would provide a much more balanced view.
Furthermore, the challenge of effectively measuring the ROI of wellness initiatives is a real-world dilemma for HR professionals. Moving beyond just participation rates to tangible business outcomes is a key area for exploration.
And your point about adapting HSW strategies for the digital and remote workforce is absolutely crucial in today's environment. Addressing new stressors like digital burnout, isolation, and ergonomic challenges in home offices is the new frontier for health and safety.
Thank you again for adding such value to the conversation. Your suggestions have provided excellent direction for future discussions and will help in creating a more comprehensive and nuanced analysis of this vital topic.
Excellent explanation !
ReplyDeleteHighlights how Health, Safety, and Well-being (HSW) have become strategic components of HRM. The discussion clearly links HSW initiatives to improved employee engagement, productivity, leadership effectiveness, and organizational success, demonstrating a strong understanding of modern HR practices.
Thank you for your kind words and positive feedback! I'm delighted to hear that you found the explanation of Health, Safety, and Well-being as strategic HRM components valuable.
DeleteYou've captured the essence of what I was trying to convey - that modern HRM has evolved beyond traditional administrative functions to embrace HSW as a strategic imperative that directly impacts organizational performance. When organizations approach HSW holistically, they create a virtuous cycle where employees feel valued and protected, leading to higher engagement, which in turn drives productivity and innovation.
The Sri Lankan context, with its unique workplace challenges and evolving regulatory landscape, makes this strategic approach to HSW particularly relevant. Organizations that have recognized this connection - like the ones we discussed - are seeing tangible benefits in terms of employee retention, brand reputation, and ultimately, their bottom line.
I appreciate you highlighting the connection between HSW initiatives and organizational success, as this shift in perspective is fundamental to elevating HR's strategic role in contemporary business environments.
This blog highlights how Health, Safety, and Well-being are now key to long-term organizational success, not just HR tasks. I especially liked the examples showing how strong HSW practices help companies stay adaptable, like Jetwing’s pandemic response and PickMe’s tech use. Do you think smaller organizations can realistically implement such comprehensive HSW strategies given resource constraints?
ReplyDeleteThank you for your thoughtful question! You've raised an important point about the practical implementation of HSW strategies in smaller organizations with limited resources.
DeleteWhile it's true that smaller organizations may face constraints compared to larger companies like Jetwing or Pick Me, they can absolutely implement meaningful HSW strategies by adapting them to their scale. Here's how:
Scalable approaches:
Start with foundational safety protocols that address the most critical risks specific to your industry
Implement low-cost well-being initiatives like flexible scheduling, regular check-ins, or creating designated rest areas
Use free or low-cost digital tools for communication and wellness tracking rather than expensive platforms
Leveraging community resources:
Partner with local health organizations for educational workshops
Join industry associations that share HSW resources and best practices
Utilize government programs that may offer subsidies or guidance for workplace health and safety
Culture-focused strategies:
Build a culture where leaders model healthy behaviors and prioritize safety
Encourage peer-to-peer support systems that don't require formal programs
Create simple feedback mechanisms for employees to voice concerns
The key is recognizing that HSW isn't about having the most comprehensive program, but about genuinely caring for employee well-being within your means. Even small, consistent efforts can create significant positive impacts on employee satisfaction, retention, and productivity.
What matters most is the commitment to HSW as a value, not the size of the budget allocated to it.
Excellent piece, Rajitha — a clear, practical synthesis of how HRM, HSW, and change management combine to drive resilient organizations in Sri Lanka. The local examples really bring the theory to life
ReplyDeleteThis article does a solid job highlighting how Health, Safety, and Well-being fit into strategic HRM, but it reads a bit like a “perfect world” scenario. Most of the examples come from big, well-resourced companies, which makes it hard to see how smaller organizations or those with tighter budgets could apply these ideas. Also, while the programs are impressive, there’s not much on measurable impact or the challenges of actually getting employees to engage consistently. A bit more focus on practical hurdles and trade-offs would make the discussion feel more grounded and relatable for everyday workplaces.
ReplyDeleteThis article clearly explains how including health, safety, and environmental (HSE) practices in HR management benefits both employees and the organization. The focus on safety policies, risk management, and workplace wellness shows how HR can protect staff and improve productivity. Linking these practices to better morale and lower absenteeism makes the discussion practical and meaningful. Overall, this is a useful and informative contribution to understanding modern HR strategies.
ReplyDelete