Workplace Wellbeing in Action: A Qualitative Exploration of a Champion-Led Approach in Healthcare

Abstract

Introduction: Workplace wellbeing programmes are increasingly recognised as essential in managing occupational distress, burnout, and improving staff wellbeing in healthcare. This study examines the implementation of the SEED Champion Initiative, designed to embed sustainable wellbeing practices across diverse hospital and community settings. The study aimed to determine the key components of implementing a workplace wellbeing initiative in an Australian public health service. Methods: This study utilised triangulated qualitative methods, including observations of the implementation process and semi-structured interviews with participants trained as SEED champions. Reflexive thematic analysis examined data from participant observations, SEED team reflections, and champion feedback. The analysis focussed on champions’ experiences participating in the initiative and the systemic factors that influenced their capacity to engage. Results: The study identified 3 key components for implementing workplace wellbeing initiatives in healthcare: (1) Laying the Groundwork for Wellbeing; (2) Becoming a Wellbeing Champion; and (3) Sustaining the Wellbeing Momentum. Leadership commitment and staff preparation were essential in fostering engagement. Creative, strengths-based approaches, including arts-based activities and in-person interactions enhanced peer support. Regular follow-ups and leadership-driven resource allocation ensured long-term engagement. Conclusion: This study demonstrates that champion-led workplace wellbeing initiatives are a feasible approach to enhancing staff wellbeing in healthcare settings. While the strengths-based peer support approach was successful, long-term sustainability requires ongoing leadership commitment and structural integration into organisational practices. Future research should investigate the long-term sustainability and impact of staff-led wellbeing initiatives on absenteeism, presenteeism, and organisational change to inform policy and practice.