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Wellbeing within the workplace
Dr Carolyn Yeoman
Organisational Psychologist,
Operations Director
OCAID Wellbeing Limited
Wellbeing within the
WorkplaceBeyond Bikes & Bananas
Dr Carolyn YeomanOrganisational Psychologist
It’s not about Bikes & Bananas
Wellbeing Statistics
1 Medibank Private 2005, The health of Australia’s workforce, Medibank Private, Australia.2 Medibank Private 2008, The cost of workplace stress in Australia, Medibank Private, Australia.3 Medibank Private 2011, Sick at work: The cost of presenteeism to your business and the economy, Medibank Private, Australia.4 Musich, S, Hook, D, Baaner, S & Edington, D 2006 ‘The association of two productivity measures with health risks and medical conditions in an Australian employee population’, American Journal of Health Promotion, vol. 20, no. 5, p. 353.5 Health and Productivity Institute of Australia 2010, Best-Practice Guidelines: Workplace Health in Australia.
Productivity
Healthy workers are 3x more
productive than unhealthy
workers
Workplace Stress
Workplace stress-related
presenteeism costs almost 2x
the cost of workplace stress-
related absenteeism
Sick leave
Healthy workers had 9x less
annual sick leave than
unhealthy workers
Presenteeism
Presenteeism causes an
average of 6.5 days of
productivity loss per
employee per year
Loss of days
Workplace stress is
responsible for the loss of 3.2
working days per employee
per year
Loss of talent
Organisations that don’t
promote health and wellness
are 4x more likely to lose
talent within 12 months
Wellbeing in the Workplace
• Putting the HEALTH into Health & Safety
• Managing Stress/Psychosocial risk
• Creating wellbeing ™
• Wellbeing, safety, leadership and engagement
• The Yeoman-Bizzell Wellbeing Culture Development Model
• Wellbeing interventions
Do you think Wellbeing is/should be
part of a Health & Safety
professional’s role?
People innovate
not companies!
People first!
People are our
most
important
asset!
In any business
what makes the
difference is the
people!
We are people
centric!
It’s people that
give a meaning to
the company!
.
Great
companies
are built by
people that...
A company is only
as good as the
people it keeps
What We Hear!
If our most
important asset is
our people, then
how can we not
yet ensure
their HEALTH and
Safety while at
work?
Putting the HEALTH into H&S
‘You can’t be a safe worker if you’re
not a healthy worker.’
- Professor Dame Carol Black
Expert Adviser on Work and Health,
Department of Health, England
Root Cause Analysis Case Study
Peer pressure
Psychological
distress
asked to be
faster and
more efficient
+Overtime
• Loss of focus
• Increased distraction from tasks
• Increased likelihood of errors
• New tasks/procedures not well acquired
• Unhealthy employees
• Physical and cognitive limitations
• Less motivation to follow rules
• Shortcuts trend
• Fatigue
• Increased intoxication
(medicines, drugs).
Ageing/ Not fit / Health (physical & psycho) & Social problems/ Bad nutrition/ Low emotional resilience
+Paperwork
Lower autonomy
and control of
their tasks
Roles and
scopes not clear+Extra controls
(Quality, Lean,
SAP,…)
Job uncertainty
Repetition
Long working
hours
External benefits
+Time binding
activities
Poor work
relationships
Fast pace of
work
Work overload
+Job stress
Workplace
organization
Managerial
behaviour
Unsupportive
supervision
Putting the HEALTH into H&S
• Easy to overlook intangible health issues
and focus on physical – more easily
identifiable - safety hazards
• Health and wellbeing need to be given
equal priority
• Treat health and wellbeing in the same way
as safety - by identifying and eliminating the
primary risks
Managing Stress/Psychosocial Risk
• Assess the risk
• Identify root causes
• Implement interventions to eliminate or
reduce the root cause
Stressors Heatmap
Work Stressors
1: Inaccurate JD
2: Intellectual Incompetence
3: Staff Appraisals
4: Reliance on others
5: Responsibility without authority
6: Bad boss/communications
7: Unreasonable Expectations
8: Accumulating Workload
9: Change
10: Bullying & Harassment
Domestic Stressors
11: Money
12: Relationships
13: Health
14: Other
Why Manage Stress/Psychosocial
Risk?
• Stress is a lagging indicator
• The presence of stress is a key indicator of
the failure (or absence) of an effective
managing stress/psychosocial risk strategy
• Stress is to wellbeing what injuries are to
safety. We don’t manage injuries so why
are we trying to manage stress?
Work-Related Stress Doesn’t Exist!
• What is stress?
• Stress is the adverse reaction people have
to excessive pressures and demands
placed upon them.
• SO …. work-related stress doesn’t exist
• BUT .... work related stressors do!!
Creating Wellbeing™
• Stress is a negative word with negative
connotations
• If we proactively manage
stress/psychosocial risk in our
organisations then we are Creating
Wellbeing™ and also enhancing Quality of
Working Life
What does Wellbeing mean to you?
Wellbeing:
• means feeling good and functioning well
• underpins employee engagement and
performance
• leads to reduced accidents and better
business performance
• can be a source of competitive advantage,
innovation and growth
Wellbeing, Engagement and
Leadership
Hard- Girling Integrated Improvement model
Leadership
Engagement(performance)
Wellbeing(caring)
• Wellbeing underpins
engagement
• An engaged
workforce is both
safe and productive
• Engaging leadership
is key
Creating Wellbeing™
Wellbeing Drivers:
• Meaning and Purpose
• Well-designed Job and Environment
• Control and Autonomy
• Support and Relationships
• Engaging and emotionally intelligent leaders are key!
• Distracted
• Anxious
• Think less clearly
• Workplace and
colleagues more hostile
• Reduced Memory
• Poor Performance
• Weakened immune
system
Engagement
• Positive
• More focused
• Willing to Collaborate
• More able to learn
• Creative
• Innovative
• Willing to get
involved
• Collaborative
Business
Performanc
e
Wellbein
g
Resilien
ce
Retention
and
recruitment
Absenteeis
m
Presenteeis
m
Hilary Scarlett
2014
Talent
Management
• Take fewer unhealthy days off as a
result of physical or mental illness
• Are less likely to be diagnosed with a
new disease in the next year
• Are less likely to be newly diagnosed
with anxiety and depression
.
Engaged Employees
Wellbeing, Engagement and Leadership
“ Business leaders worldwide must raise
the bar on employee engagement.
Increasing engagement is vital to
achieving sustainable growth for
companies, communities and countries…”
Wellbeing Culture Assessment
• You need to know where you are and
where you want to be before you can
decide how you are going to get there!
• Allows benchmarking across sites and over
time
Wellbeing Culture Model
What wellbeing initiatives (if any)
does your company have?
What are the main challenges to
implementing wellbeing initiatives in
your company?
1. Identify and assess wellbeing risks, to eliminate them before they cause
incidents
2. Develop managers’ HEALTH & Safety leadership skills, to be able to
identify the right priorities and respond to employees concerns (physical,
mental, social,…)
3. Make the “Safe and Healthy way” the easy way, to avoid shortcuts and
unhealthy employees
4. Better understand the needs and limitations of employees (physical and
mental), to provide answers (coaching, job changes, workload reduction,
etc..)
5. Improve workplace conditions (facilities, layouts, furniture, catering ) to
make it more “friendly”
6. Effective communication and engagement with employees to anticipate
problems
7. Develop employee resilience skills to better cope with adversity, conflicts
and workplace pressures
8. Increase employee awareness on how to be healthy, to encourage good
What can we do to address Wellbeing?
Wellbeing Interventions
• Wellbeing Strategy Review and Development
• Wellbeing Culture Assessment
• Organisational Stress Risk Assessment
• High Impact Wellbeing Days
• Personal Wellbeing Assessment
• Individual Stress Risk Assessment
• Leadership Skills Development
What Next?
• Think about your next steps
• What help or support do you need?
An Integrated Approach to Wellbeing
Taking an integrated approach to wellbeing
and engagement, which addresses both
individual and organisational issues, will
enable sustainable wellbeing, engagement
and business performance
in the long run, companies that promote and protect their people
are among the most successful and competitive in the world!
Taking care of our people is the Right, Smart and Legal thing to do!
Everyone seems to know that ….
Thank you for listening
Dr Carolyn Yeoman
www.OCAID.com
Thank you for listening
Dr Carolyn Yeoman
www.OCAID.com