To contribute to promoting a healthy, inclusive and safe workplace for everyone at UNODC/UNOV in times of unprecedented disruption, challenges linked to home-based working and care responsibilities, we designed and delivered a series of online training events for staff and managers on employee wellbeing and work-life balance.
The United Nations Office on Drugs and Crime (UNODC) is a global leader in the fight against illicit drugs and international crime. Headquartered in Vienna, it operates in all regions of the world through an extensive network of field offices. The United Nations Office at Vienna (UNOV) was established on 1 January 1980 as the third United Nations Headquarters after New York and Geneva (and before Nairobi). It performs representation and liaison functions with permanent missions to the United Nations (Vienna), the host Government and intergovernmental and non-governmental organizations in Vienna, such as the UNODC.
The world of work is being profoundly affected by the coronavirus pandemic. Organizations, and their employees, across the globe have demonstrated extraordinary adaptability and flexibility in navigating through these unchartered territories, all the while continuing to deliver on important Global policies and strategies. These new norms have required the learning and adopting of new skills and behaviours to cope with the emerging stress factors and the new circumstances. For organizations such as UNODC and UNOV, the question is how they can learn from these collective experiences and challenges, and move to the next level. This is what we addressed through the online training sessions we developed and delivered on Employee Wellbeing and Work-Life Balance for the staff of UNODC/UNOV.
The implementation of the training programme focused on two target groups: staff and managers. As we often do, we started our work by running a pre-training online survey to learn more about the actual needs, skills gaps and challenges of the participants. Based on the findings of the survey we designed and delivered 4 2-hours training sessions through which we addressed work-life conflict, stress management techniques, the key behaviour areas for managers to support the wellbeing and work-life balance of employees. We equipped both managers and staff with tools and tips, shared practical case studies and the latest research findings of top wellbeing and work-life balance scholars. To build up anticipation we created promotional videos for each training session.