Working with well-being programmes Fred Payne Chief Executive The Bank Workers Charity 1st November 2012
Download ReportTranscript Working with well-being programmes Fred Payne Chief Executive The Bank Workers Charity 1st November 2012
Slide 1
Working with
well-being programmes
Fred Payne
Chief Executive
The Bank Workers Charity
1st November 2012
Slide 2
My message to you
• Many well-being programmes aim to address work-life balance
issues - I am not making the case for workplace wellness
programmes
• I am making the case for the role of occupational benevolent
funds working with wellness programmes
• Occupational benevolent funds can support line managers by
providing access to non-work related support alongside of
Employee Assistance Programmes and other occupational
support
Page 2
Slide 3
What are occupational benevolent funds?
• Over 3,000 charities provide support through services and grants
in the UK – many linked to occupations – Insurance, Accountants,
Lawyers, Engineers, Teachers, Civil Servants, Armed Forces, etc.
• Total financial assets exceed £2.5 billion
• Spending about £500 million each year on grants and services
• Accessed through intermediaries such as Citizens Advice, social
workers and caring charities
• Work alongside UK benefits agencies – £19 billion in benefits
unclaimed each year
• Fastest growing intermediary is turn2us with over 3 million visitors
each year. Providing on line access to benefits with average uplift
in benefits income of £3,000 per head
Page 3
Slide 4
Bank Workers Charity
• Founded in 1883 as an orphanage, 1984 began work with older
people, 2006 began work with employees, disability and families
• Only Occupational Benevolent Fund for all people connected to
banking in the UK with financial hardship and sickness issues
• Support employees, retirees and their dependants
• £44 million in reserves. Spend £3 million each year
• 7,500 service interventions annually – targeting 16,000 in 3 years
• Access to information, advice and guidance - online and phone
with specialist support from well-known, trusted brands.
Page 4
Slide 5
We work with banks in a
marketplace of 1.8 million people
Bank of England
• 370,000 staff - down from 420,000 in 2008 - of whom 75% work
for the big five banks and over 80,000 in London
• 300,000 pensioners / 180,000 disabled leavers / 400,000 others
• 200,000 dependant children / 350,000 dependant adults
Page 5
Slide 6
Our vision
Our vision is to become a leading charity providing high
impact solutions that genuinely meet the needs of the
banking community.
We aim to significantly increase the number of
interventions we make over the next three years through
expert information, advice, services and grants.
Our ambition is to see a lasting transformation in the lives
of the people we help. By end 2014 we target to make
17,000 interventions per annum.
Page 6
Slide 7
Our areas of focus
My wellbeing
My money
My Home
Because life is for living
We’ll help you get the best out of it
When too little becomes
too much
We can help you regain
financial control
When you can’t shut the door on
your home worries
Open our window for help
Clear, practical information, advice, services and financial support to help you and
your family with the changes and challenges in your lives.
We are moving from traditional grants to become a wellbeing specialist.
Page 7
Slide 8
Financial pressures reported by
StepChange Debt Action Charity and others
Average unsecured
debt of SC clients
£20,000
Single parents
make up 12% of
SC clients
One third hide their problems
and men are more likely to hide
financial difficulties
Millions need
advice on debt
33% of the workforce
are parents with
dependant children
Women are twice as likely
than men to be in debt after
family break up
25% of SC clients owe 20
times more than they take
home each month
39% of the workforce
are worried about
making ends meet
Unemployment is the
key cause of debt,
particularly amongst
under 25s
Home and family responsibilities are
in the top five most common causes
of absence amongst SC clients
For families struggling with multiple risk factors such as no paid work, disability, young parenthood,
overcrowded housing and financial stress there is a greater threat to children’s development. There is
also a significant cost to society.
Page 8
Slide 9
A few statistics
38% of BWC activity for new clients
12% of new BWC clients currently in work
Most common condition presented to BWC is mental health related
Followed by musculoskeletal and mobility issues
Then heart, lung, diabetes etc.
1 in 6 adults live with fluctuating health conditions and / or
disabilities
78% of disabled people acquired their impairment after age 16
2% of the working population acquire a disability each year
8% of workforce have unpaid caring responsibilities
320 people declared bankrupt every day
Repossessions of mortgaged properties at highest level since 1990s
at 750 per week
Page 9
Slide 10
Service content and delivery
We offer a range of tailored advice and support
delivered by experienced in-house client advisors. We
operate on line, by phone or through experienced
partners. We also provide access to financial support.
Web – information and online tools
Helpline and client
support
• Financial competence
• One2One mentoring for disabled
employees and carers
• Support for families affected by autism
• Support for carers and people affected
by arthritis
• Money maximisation and benefits
• Debt support
• Family relationship support
• Maternity leave returners
• Domestic Violence
• Child bullying
Fast – track
referral to
services
Page 10
Slide 11
Research to inform new product development and
support employer engagement
• Identify the work and non-work issues facing UK Banking and
Finance sector workers.
• Examine how effectively the spill-overs between work and nonwork pressures are managed
• Quantify the impact on work productivity, morale, family life, quality
of relationships, childcare management, health and wellbeing,
psychological resilience and financial stability
• Identify the level and type of support needed to manage work/nonwork boundary issues
• Develop scenarios to equip workers to be more resilient to change
and growing complexity of work and family roles.
Page 11
Slide 12
Pressures on employers
• 1.2 million people were suffering
Employer issues
•
Political change
Economic performance
•
Social changes
Technology
Competition
•
Change management
Organisational performance and
employee engagement
•
from illness caused or made
worse by work
40% of organisations report that
stress related absence has
increased over the last year
Average number of sick days for
finance sector staff is 5.2 at an
estimated cost of £300 million
across the banking sector
Stress, depression or anxiety
account for 40% of sickness
absence
Absenteeism is falling but
Presenteeism is rising
Page 12
Slide 13
Work and non-work boundary issues
Risks and
concerns
Employer issues
Employee issues
Stress
Absenteeism
Cost of managing
absence/presence
Presenteeism
Decreased productivity
Reduced
performance
Staff turnover
Increased workloads
Financial pressures
Caring pressures
Relationship pressures
Health issues
Decreased profit
Poor decision
making
Life events
Disengagement
Page 13
Slide 14
Possible role for BWC
Increasing family
pressures arising
from life
challenges
Support home life and family
related issues relating to
wellbeing, money and home
Improved employee
wellbeing
Decreasing
levels of state
funded support
Increasing levels
of debt and
financial
hardship
Integrate with Employee
Assistance Programmes to
provide complementary support
Improved
Engagement /
productivity
Page 14
Slide 15
Our proposition - supporting bank employees
Activities and behaviours outside the workplace can have a significant impact on how well
employees function at work. Our support service is aimed at supporting employees to
improve their wellbeing:
1. We can help employees tackle the work/non-work challenges they are facing
2. We can complement and fill the gaps that Employee Assistance and Well-being
Programmes do not cover
3. We can often offer wider and deeper support than reactive counselling services.
We work with partners who have demonstrable capability in service delivery on a national
scale.
We fund partners to increase their delivery capacity, which enables them to make their
services available to our clients quicker and more comprehensively than if a client went
directly to the charity for support .
This also enables our charity partners to use the resources we free up to help others in
society.
A service sitting alongside Employee Assistance Programmes. Simple to
access and provides specialist support through well known, trusted high
Page 15
street brand names.
Slide 16
How we can complement the support that
banks offer to their employees
Banks provide:
•
Employee Assistance
We provide:
•
Programme
A free, independent and confidential service
for employees
•
Private Medical
•
A holistic approach to problem solving
•
Employee support
•
‘Advice & Guidance’ telephone service
networks
•
Full needs assessment of each client
•
Online and printed guides
•
Online budgeting, benefits and grants tools
•
Access to specialist support services
Page 16
Slide 17
Business Case for consideration
Cost of employee absenteeism / presenteeism estimated at
£300 million for banks of which 40% could be attributable
to stress, mental health and depression problems
If we can help 1 in 20 people to deal with their related
challenges and become fully engaged, we could help to
unlock £6 million of lost value to banks
This proposition is easily transferable to other professional
and industry sectors where occupational benevolent funds
are active.
There is the potential to gear up capacity for the good of
employers, employees and society as a whole.
Page 17
Slide 18
Next steps
• Develop strategic options from the Robertson Cooper / Work
Foundation research
• Discuss the feasibility of the business case with interested
employers
• Discuss potential collaboration with like minded occupational
benevolent funds
• Work with mental health charities to develop new service content
and work place initiatives
• Develop social investment propositions based on payment by
results to scale up service delivery on a national pan-industry
basis
Page 18
Slide 19
The journey starts here
Contact
[email protected]
Tel 0207 216 8981
Page 19
Working with
well-being programmes
Fred Payne
Chief Executive
The Bank Workers Charity
1st November 2012
Slide 2
My message to you
• Many well-being programmes aim to address work-life balance
issues - I am not making the case for workplace wellness
programmes
• I am making the case for the role of occupational benevolent
funds working with wellness programmes
• Occupational benevolent funds can support line managers by
providing access to non-work related support alongside of
Employee Assistance Programmes and other occupational
support
Page 2
Slide 3
What are occupational benevolent funds?
• Over 3,000 charities provide support through services and grants
in the UK – many linked to occupations – Insurance, Accountants,
Lawyers, Engineers, Teachers, Civil Servants, Armed Forces, etc.
• Total financial assets exceed £2.5 billion
• Spending about £500 million each year on grants and services
• Accessed through intermediaries such as Citizens Advice, social
workers and caring charities
• Work alongside UK benefits agencies – £19 billion in benefits
unclaimed each year
• Fastest growing intermediary is turn2us with over 3 million visitors
each year. Providing on line access to benefits with average uplift
in benefits income of £3,000 per head
Page 3
Slide 4
Bank Workers Charity
• Founded in 1883 as an orphanage, 1984 began work with older
people, 2006 began work with employees, disability and families
• Only Occupational Benevolent Fund for all people connected to
banking in the UK with financial hardship and sickness issues
• Support employees, retirees and their dependants
• £44 million in reserves. Spend £3 million each year
• 7,500 service interventions annually – targeting 16,000 in 3 years
• Access to information, advice and guidance - online and phone
with specialist support from well-known, trusted brands.
Page 4
Slide 5
We work with banks in a
marketplace of 1.8 million people
Bank of England
• 370,000 staff - down from 420,000 in 2008 - of whom 75% work
for the big five banks and over 80,000 in London
• 300,000 pensioners / 180,000 disabled leavers / 400,000 others
• 200,000 dependant children / 350,000 dependant adults
Page 5
Slide 6
Our vision
Our vision is to become a leading charity providing high
impact solutions that genuinely meet the needs of the
banking community.
We aim to significantly increase the number of
interventions we make over the next three years through
expert information, advice, services and grants.
Our ambition is to see a lasting transformation in the lives
of the people we help. By end 2014 we target to make
17,000 interventions per annum.
Page 6
Slide 7
Our areas of focus
My wellbeing
My money
My Home
Because life is for living
We’ll help you get the best out of it
When too little becomes
too much
We can help you regain
financial control
When you can’t shut the door on
your home worries
Open our window for help
Clear, practical information, advice, services and financial support to help you and
your family with the changes and challenges in your lives.
We are moving from traditional grants to become a wellbeing specialist.
Page 7
Slide 8
Financial pressures reported by
StepChange Debt Action Charity and others
Average unsecured
debt of SC clients
£20,000
Single parents
make up 12% of
SC clients
One third hide their problems
and men are more likely to hide
financial difficulties
Millions need
advice on debt
33% of the workforce
are parents with
dependant children
Women are twice as likely
than men to be in debt after
family break up
25% of SC clients owe 20
times more than they take
home each month
39% of the workforce
are worried about
making ends meet
Unemployment is the
key cause of debt,
particularly amongst
under 25s
Home and family responsibilities are
in the top five most common causes
of absence amongst SC clients
For families struggling with multiple risk factors such as no paid work, disability, young parenthood,
overcrowded housing and financial stress there is a greater threat to children’s development. There is
also a significant cost to society.
Page 8
Slide 9
A few statistics
38% of BWC activity for new clients
12% of new BWC clients currently in work
Most common condition presented to BWC is mental health related
Followed by musculoskeletal and mobility issues
Then heart, lung, diabetes etc.
1 in 6 adults live with fluctuating health conditions and / or
disabilities
78% of disabled people acquired their impairment after age 16
2% of the working population acquire a disability each year
8% of workforce have unpaid caring responsibilities
320 people declared bankrupt every day
Repossessions of mortgaged properties at highest level since 1990s
at 750 per week
Page 9
Slide 10
Service content and delivery
We offer a range of tailored advice and support
delivered by experienced in-house client advisors. We
operate on line, by phone or through experienced
partners. We also provide access to financial support.
Web – information and online tools
Helpline and client
support
• Financial competence
• One2One mentoring for disabled
employees and carers
• Support for families affected by autism
• Support for carers and people affected
by arthritis
• Money maximisation and benefits
• Debt support
• Family relationship support
• Maternity leave returners
• Domestic Violence
• Child bullying
Fast – track
referral to
services
Page 10
Slide 11
Research to inform new product development and
support employer engagement
• Identify the work and non-work issues facing UK Banking and
Finance sector workers.
• Examine how effectively the spill-overs between work and nonwork pressures are managed
• Quantify the impact on work productivity, morale, family life, quality
of relationships, childcare management, health and wellbeing,
psychological resilience and financial stability
• Identify the level and type of support needed to manage work/nonwork boundary issues
• Develop scenarios to equip workers to be more resilient to change
and growing complexity of work and family roles.
Page 11
Slide 12
Pressures on employers
• 1.2 million people were suffering
Employer issues
•
Political change
Economic performance
•
Social changes
Technology
Competition
•
Change management
Organisational performance and
employee engagement
•
from illness caused or made
worse by work
40% of organisations report that
stress related absence has
increased over the last year
Average number of sick days for
finance sector staff is 5.2 at an
estimated cost of £300 million
across the banking sector
Stress, depression or anxiety
account for 40% of sickness
absence
Absenteeism is falling but
Presenteeism is rising
Page 12
Slide 13
Work and non-work boundary issues
Risks and
concerns
Employer issues
Employee issues
Stress
Absenteeism
Cost of managing
absence/presence
Presenteeism
Decreased productivity
Reduced
performance
Staff turnover
Increased workloads
Financial pressures
Caring pressures
Relationship pressures
Health issues
Decreased profit
Poor decision
making
Life events
Disengagement
Page 13
Slide 14
Possible role for BWC
Increasing family
pressures arising
from life
challenges
Support home life and family
related issues relating to
wellbeing, money and home
Improved employee
wellbeing
Decreasing
levels of state
funded support
Increasing levels
of debt and
financial
hardship
Integrate with Employee
Assistance Programmes to
provide complementary support
Improved
Engagement /
productivity
Page 14
Slide 15
Our proposition - supporting bank employees
Activities and behaviours outside the workplace can have a significant impact on how well
employees function at work. Our support service is aimed at supporting employees to
improve their wellbeing:
1. We can help employees tackle the work/non-work challenges they are facing
2. We can complement and fill the gaps that Employee Assistance and Well-being
Programmes do not cover
3. We can often offer wider and deeper support than reactive counselling services.
We work with partners who have demonstrable capability in service delivery on a national
scale.
We fund partners to increase their delivery capacity, which enables them to make their
services available to our clients quicker and more comprehensively than if a client went
directly to the charity for support .
This also enables our charity partners to use the resources we free up to help others in
society.
A service sitting alongside Employee Assistance Programmes. Simple to
access and provides specialist support through well known, trusted high
Page 15
street brand names.
Slide 16
How we can complement the support that
banks offer to their employees
Banks provide:
•
Employee Assistance
We provide:
•
Programme
A free, independent and confidential service
for employees
•
Private Medical
•
A holistic approach to problem solving
•
Employee support
•
‘Advice & Guidance’ telephone service
networks
•
Full needs assessment of each client
•
Online and printed guides
•
Online budgeting, benefits and grants tools
•
Access to specialist support services
Page 16
Slide 17
Business Case for consideration
Cost of employee absenteeism / presenteeism estimated at
£300 million for banks of which 40% could be attributable
to stress, mental health and depression problems
If we can help 1 in 20 people to deal with their related
challenges and become fully engaged, we could help to
unlock £6 million of lost value to banks
This proposition is easily transferable to other professional
and industry sectors where occupational benevolent funds
are active.
There is the potential to gear up capacity for the good of
employers, employees and society as a whole.
Page 17
Slide 18
Next steps
• Develop strategic options from the Robertson Cooper / Work
Foundation research
• Discuss the feasibility of the business case with interested
employers
• Discuss potential collaboration with like minded occupational
benevolent funds
• Work with mental health charities to develop new service content
and work place initiatives
• Develop social investment propositions based on payment by
results to scale up service delivery on a national pan-industry
basis
Page 18
Slide 19
The journey starts here
Contact
[email protected]
Tel 0207 216 8981
Page 19