Transcript Document

Work and mental well-being
AHEAD
Workshop
Professor Ivan Robertson
Robertson Cooper Ltd
&
Leeds University Business School
Engage top leadership
1. Measure strategic
baseline metrics
(e.g. customer satisfaction,
sickness/absence)
2. Develop “brand”
and communicate
internally.
Develop managers
to manage challenge
and support
3. Measure well-being
levels and their drivers
5. Communicate
and implement plans
4. Use results to
develop action plans
Measure baseline metrics
• Organisational outcomes
Sickness/absence
Employee turnover
Referrals to occupational health
Performance & productivity
etc…
• External
Customer/user/patient satisfaction
Complaints
etc…
• Survey results
Employee engagement
Physical & mental well-being
etc…
BUSINESS & FINANCIAL
•Sickness Absence rates
•Retention rates
•No. of ill-health retirements
•No. of stress-related referrals
to Occupational Health
•Overall financial performance
•Productivity measures
INTERNAL PROCESS
•Stress levels
•Levels of work-life balance
•Stress risk assessment
arrangements
•Staff survey results (job sat.,
well-being, engagement,
commitment & motivation)
•SERVICE QUALITY
Customer/user/patient
satisfaction survey results
•No. of
complaints/accidents/near
misses
•No. of disciplinaries &
grievances
LEARNING & DEVELOPMENT
•Feedback from training and
development programmes
•Innovations & ideas
•No. of ‘Did not attends’ at
training events
Well-being
Outcome Performance
Method
Attendance
management
Performance
management
Well-being
Sickness- Employee
absence
retention
Customer/
User
satisfaction
Develop the “Brand” and
communicate internally (and
externally)
• Goals & purpose (link to metrics)
• Existing activities
• Benefits to different stakeholder groups
Stakeholder Stakeholder Stakeholder
group A
group B
group C
Middle
etc…
etc…
management
Initiatives
Fast-track
counselling
Benefits to
stakeholder
group A
etc…
etc…
Awards
ceremonies
etc…
etc…
etc…
etc…
etc…
etc…
Improved
appraisal
process
etc…
GlaxoSmithKline’s “Branding”
• Cast a positive shadow – generate positive emotions
in others
• Manage your energy – not your time
• Downtime (respite) is productive time
• Work in a series of sprints
• Develop health rituals and habits
Measure well-being levels and their
workplace drivers
• Well-being survey (even without follow-up)
€1 invested
return of €2 (greater with follow-up)
(Foresight Report)
• Focus groups
• Internal dialogues
ASSET survey measures (and
benchmarks):
Drivers of well-being and engagement
Resources & Communication
Control and autonomy
Work Relationships
Work Life Balance
Work Overload
Pay & rewards
Positive/negative psychological well-being (including
Sense of purpose)
Engagement
Psychological and physical health
Productivity
Psychological well-being:
The concept
 Life satisfaction
 Happiness
 Positive affect
• Hedonic
 Purposeful engagement
 Personal growth
 Autonomy
• Eudaimonic
Measuring psychological well-being
• The affective state that people experience (hedonic)
• The extent to which people experience a positive sense of
purpose in their work (eudaimonic)
Workplace factors and well-being
–
–
–
–
–
–
Demands
Control
Relationships
Change
Role
Support
• Resources &
- Demands
Communication
- Control
• Control and
- Support
autonomy
- Change
• Work
- Role
relationships
- Reward &
contribution • Work life balance
• Work overload
• Job security
• Pay and benefits
Resources and
communication
Extent to which you feel informed – about changes and what
they will mean for you

Whether positive feedback is provided – will need to remain
focused on potentially shifting objectives

Level of training – important if have new roles and
responsibilities

Lack of enabling resources, e.g. having the right equipment to
meet new / changed demands

“The atmosphere during change is so ‘cloak &
dagger’ – we’re left worrying & not knowing what
the future holds. The rumour mill is working over
time and it’s really affecting our performance. All
we want is open and honest communication
about what’s happening”
Control & autonomy

Control of job / tasks
Influence in decision making related to changes – particularly if
likely to affect your role

Influence on performance targets– important if roles and
responsibilities are changing

Extent to which views are listened to, e.g. opinions regarding how
changes are managed / implemented

“I wasn’t consulted at all prior to a major process
change in my dept. – it turned out if my manager
had just asked me, I could have given really
valuable input that could have prevented
the problems we’re having now”
Work relationships
Relationship with line manager - important to feel can ask
questions and give input regarding change

Colleague / peer relationships, e.g. supporting each other
during change


Lack of support / Isolation
towards others – will probably be working with
new people in different contexts
 Attitudes
“XXX works on his own a lot and has felt very isolated
and uninvolved in the recent changes that have taken
place – he has withdrawn further from his colleagues and
doesn’t feel he has anyone to talk his concerns through
with. It’s starting to make his working day a misery”
Work life balance
Long working hours eating into home / family life – increased
demands=greater pressure to work long / unsocial hours

Work carrying over into home life – uncertainty and worry
about changes taking place can affect personal relationships

Travelling lengthening the working day – may be an issues if
relocation occurs during change

“I’ve been so worried and troubled about what’s
happening with all these changes and the additional
workload that’s piling on, that I’ve been distant and
irritable with my family which is causing problems at
home”
Overload
Unmanageable workload – possibly due to increasing /
shifting demands and new responsibilities

Unrealistic deadlines – may be driven by time critical issues
during change


Feeling of never having enough time to the job properly
“XXX was given so many additional responsibilities
following a major change in her organisation that she
barely had time to get through the tasks core to her role –
this started to impact on other areas of her working life
such as relationships with colleagues and how valued she
felt by her organisation”
Job Security
 Feeling of insecurity – not being informed about changes and
uncertainty are likely to be the key drivers of feelings of
insecurity
 Threatened by job change –job change can be just as
challenging as
 Worry about skill redundancy
“Since hearing about the changes that will take place in
her department, XXX has been really worried about
whether her skills will still be of value and the extent to
which her job will change. She’s been used to doing the
same job for 15 years and is only trained in a specific
skill set and now feels very insecure”
Use results to develop action plan
• Composition
Different people (e.g. select or deploy for
engagement & well-being using resilience profiles)
• Development
Train/develop/influence the existing people
(e.g. support people in dealing with their job
demands)
• Situational engineering
Change the situation (including management,
supervision, job and work design, structure of
organisation, working conditions)
Use results to develop action plan
Note: the higher the score the greater the extent to which
the area is troubling people – compared to
general working population
Use results to develop action plan
Dept A
The higher the score, the more the area is considered to be a
source of pressure
Dept B
Use results to develop action plan
Composition
Resources &
communication
Control &
autonomy
Work
relationships
Work life
balance
Work overload
Pay & benefits
Sense of
purpose
Development
Situational
engineering
Implement action plan
Key driver
Composition
Balanced
Workload
Division “A”
Development
Situational
Engineering
-
Review selection
procedures to focus
on better predictors
of full engagement
Develop leaders to
balance challenge and
support more
effectively
-
Redeploy staff
-
Recruit key types of
staff
Review and revise the
appraisal and
performance
management
processes
-
Use engagement
scores to attract
better recruits
-
-
Resilience training for
employees and
managers
Review and
improve work
planning and
distribution
mechanisms
Reduce workload
Adapt technology
& resources
Key workplace factors
•Sense of purpose
•Resources &
Communication
•Control and autonomy
•Work Relationships
•Work Life Balance
•Work Overload
•Psychological wellbeing (& Employee
engagement)
Organisational outcomes
 Productivity
 Low Sickness absence
 Low Turnover
 Attractive to recruits
 User/patient satisfaction
Individual outcomes
 Productivity &
satisfaction
 Good citizenship
 Health & well-being
Leaders & managers
• Frequently cited reason for people leaving an
organisation
• The key players in productivity well-being and
performance
• Can learn to generate challenge, well-being and
sustainable high performance
Sickness-absence (Psychological healthrelated)
CIPD 2007: Increase – 40% Decrease – 9%
Causes
Main cause (%)
Workloads
34
Management style (also - Lack of
support from line manager 3%)
Organisational change
17
Relationships at work
13
14
Five steps to positive leadership
1. Develop personal resilience
2. Develop the resilience of your workgroup
3. Understand how people experience the key workplace factors
4. Understand your (natural) impact on the key workplace factors
5. Control your impact on the key workplace factors
Five steps to positive leadership
1. Build my personal
resilience
Sense of Purpose
Individual ASSET
Positive emotions
Personal Resilience
Resources & Communication
Profile
Control and autonomy
Work Relationships
Work Life Balance
Work Overload
3. Understand my
workgroup’s
well-being and engagement
Group ASSET
2. Build my
Workgroup’s resilience
Personal Resilience Profiles
Resilience Training
Stress management training
4. Understand my (natural)
impact
Leadership Impact Report
5. Control my Impact
“Vector” process
Improving full engagement
Situational engineering - Management & leadership
development
(“Vector” process)
2. Full engagement
1. Leadership Impact
survey results for
report
work group
Work group’s actual
Leader’s likely impact
scores on:
on:
Sense of purpose
Sense of purpose
Resources &
Resources &
Communication
Communication
Control and autonomy
Control and autonomy
Work Relationships
Work Relationships
Work Life Balance
Work Life Balance
Work Overload
Work Overload
(Some) issues for discussion
• Top management commitment
• Line management skills and training
• Employee training – (e.g. Resilience training)
• Opportunities for individual placement
• Interface with GP and health/employment
professionals