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Health and Wellbeing and the business edge
This document discusses how promoting health and wellbeing in the workplace can benefit businesses. It notes that healthy, engaged employees are more productive and organizations that focus on wellbeing could gain an efficiency boost of up to £77 billion. The document then provides statistics on sickness absence and lost productivity in the UK. It identifies supportive management, positive culture, managing stress, and work-life balance as key areas for businesses to focus on to improve employee wellbeing. The document concludes by offering further resources and support from the Growth Company on developing workplace wellbeing strategies.
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Health and Wellbeing and the business edge
- 1. growthco.uk NOT JUST ANICE TO DO. Health and wellbeing at work can give your business the edge.
- 2. WHY SHOULD YOURBUSINESS CARE? 2 Health and wellbeing has been rising up the business agenda – because for many organisations to achieve sustainable results, they need their people to be at their best. This includes physical wellbeing, psychological wellbeing and social wellbeing.
- 3. 3 It’s thought thatif all UK businesses adopted an improved approach to people management including health and wellbeing, the economy could benefit from an efficiency gain of up to £77bn as workforces become more engaged, more motivated and crucially more productive -Investors in People
- 4. 4 The link betweenwellbeing, engagement and productivity has been well established. Engage for Success found a strong correlation between high wellbeing, engagement levels and optimal individual and organisational performance.
- 5. 5 “The twin goalsof increasing levels of staff wellbeing and engagement should be a major priority for UK business leaders – you can’t have one without the other” -Emma Mamo, Head of Workplace Wellbeing
- 6. HEALTH AND WELLBEING:FACTS AND STATS 6 • Stress, depression, anxiety accounted for more than 15 million sick days, the highest in five years (ONS) • Almost 31 million days of work lost due to back, neck and muscle problems (ONS) • Long term sickness absence is estimated to cost the private sector over £4bn a year (CEBR 2015)
- 7. 7 • During 2015,UK workforces were found to be 31% less productive than those of the US and 17% less productive than the rest of the G7 countries (CEBR 2015) • 15% of UK organisations don’t place any focus on the mental health and wellbeing of employees (YouGov 2016) • 3 in 10 employees say that their company does not do anything to actively promote mental wellbeing in the workplace (YouGov 2016) • Issues around mental health are thought to cost the UK economy around £70bn a year (OECD)
- 8. 8 “A healthier workforcemeans employees are more motivated and productive, have higher attendance levels and return to work more quickly after episodes of ill health” -Chartered Management Institute
- 9. 9 “The very bestorganisations understand that to achieve sustainable results, their people need to be performing at their peak, both physically and psychologically” -Paul Devoy, Head of Investors in People
- 10. WHAT CAN YOUDO TO HELP YOUR ORGANISATION BE HAPPY, HEALTHY AND SUSTAINABLE? 10 • There are a variety of focus areas that come together to promote health and wellbeing within an organisation • These include supportive management, culture, stress and achieving work-life balance • Want to find out more? Let’s go
- 11. SUPPORTIVE MANAGEMENT 11 The latestestimates from the Labour Force Survey (Office for National Statistics) found that a lack of managerial support was one of the main factors causing work related stress, depression or anxiety . Managers – as leaders, coaches and role models – play a vital role in influencing engagement levels and in turn, impact on health and wellbeing. They’re also the front line in preventing, identifying and supporting workplace wellbeing issues as they arise .
- 12. TOP TIPS FORSUPPORTIVE MANAGEMENT 12 • From saying ‘thank you’ regularly to being more flexible should employees need to visit sick relatives or attend family appointments, the little things can mean a lot. • Encourage managers to develop a nurturing culture where employees show greater commitment and enthusiasm. • Remember health and wellbeing in performance reviews especially when setting objectives. Consider the impact of people’s work on their health and wellbeing and what support or flexibility they might need to achieve them.
- 13. 13 • Look atyour capability or competence framework – consider extending your management competencies framework to include the behaviours expected from managers to support health and wellbeing within their team. • Ensure managers are making time for regular opportunities for discussion including one to ones. This will help to open dialogue and build trust so health and wellbeing issues can be picked up earlier. • Don’t forget your manager’s health and wellbeing too. Ensure your managers are supported themselves, clear on expectations and understand where they can go for advice and guidance.
- 14. CULTURE 14 We all knowfrom experience how a workplace culture can affect how we feel – both for the positive and negative. With commitment and engagement across every level of your organisation, you can build a positive culture where everyone is supported and encouraged to achieve. A sense of ownership and degree of autonomy over our work is strongly linked to health. Limited decision-making opportunities and a feeling of powerlessness can lead to stress which in turn can lead to accidents, illness and despondency.
- 15. TOP TIPS FORCULTURE 15 • Be open and encourage your people to suggest and deliver creative responses to challenges. Having a consultative approach can help build confidence, collaboration and innovation which all supports engagement. • Improve your working environment. Ask your people where they think improvements can be made to their working environment and why. By addressing these issues you can increase satisfaction and ultimately have an impact on performance.
- 16. 16 • Health isn’tjust physical fitness. Some organisations with successful health and wellbeing approaches simply create a culture where people support each other. • Be positive about change. Consider how your internal communications and managers can support this, creating momentum and helping people adapt and manage any challenges. • Set up a wellbeing committee as a way to promote initiatives, champion your health and wellbeing approach and encourage employee involvement, ideas and buy-in.
- 17. STRESS AND THEWORKPLACE 17 Stress is the adverse reaction people have to excessive pressures or other types of demand. These can come from different sources such as work or home, but where the combined affect is overwhelming, stress can occur. Although the Flight or Fight response often associated with stress is not necessarily a bad thing as a one-off reaction, being continually in this state is.
- 18. 18 Stress Management hasnever been more relevant for employers than it is today as the number of people experiencing mental health problems whilst in employment has risen over the last five years – from a quarter to a third (CIPD). The latest estimates from the UK Labour Force Survey also show that stress accounts for 35% of all work related ill health cases and 43% of all working days lost due to ill health.
- 19. 19 UK mental healthcharity Mind’s recent research found that: • More than one in five (21 per cent) employees have called in sick to avoid work when asked how workplace stress had affected them • 14 per cent had resigned and 42 per cent had considered resigning when asked how workplace stress had affected them • 30 per cent of staff disagreed with the statement ‘I would feel able to talk openly with my line manager if I was feeling stressed’ • 56 per cent of employers said they would like to do more to improve staff wellbeing but don't feel they have the right training or guidance
- 20. TOP TIPS FORSTRESS SOLUTIONS 20 • Identify pressure points. Are there times of the day, week or year when work is particularly pressured? Try to identify these and any other trends and make plans to support people through them, such as coaching and mentoring. • Team effort. Consider introducing stress awareness training across your team to help colleagues identify and support each other with pressure before it becomes overwhelming.
- 21. 21 • Workloads anddeadlines were found to be some of the key factors causing work related stress by the Labour Force Survey (Office for National Statistics). Always be aware of workloads and plan so they stay manageable. • A lack of managerial support was another factor causing work related stress, depression or anxiety according to the LFS. Make sure your people managers are supported to effectively manage and support their team and where issues with stress arise, they are clear on expectations and where to turn for further advice.
- 22. WORK-LIFE BALANCE 22 Modern lifeis generally busy and striking a balance between work, life and family can be difficult. But by supporting this balance, employers can sustain capability and resilience. Reducing stress, increasing focus, motivation and job satisfaction as well as improving employee turnover and productivity are other benefits striking the right work life balance can bring to both employees and employers.
- 23. TOP TIPS FORWORK-LIFE BALANCE 23 • Understand existing attitudes to work-life balance, particularly with your line managers, as this will strongly influence success. • Work-life balance initiatives will only work if they meet your employee’s needs. Consider options and impact carefully and ensure that people understand flexible working legislation, how they can apply and why they may be refused. Be open and consultative, particularly where changes may need to be made.
- 24. 24 • Help equipmanagers with skills to manage flexible working within their team. This could include helping them think of jobs in terms of roles, performance and tasks rather than time. • Work-life balance is specific to an individual – everyone has different responsibilities to balance. With that in mind, make sure your managers focus on individual needs but apply strategy fairly and consistently. • Lead by example. Help leaders and managers to strike their own work-life balance so they can maximise their own performance and avoid illness or fatigue.
- 25. FURTHER READING 25 Supportive management,culture, stress and work life balance are just a few of the many aspects that feed into a health and wellbeing approach. Overall, it is a crucial area for ambitious organisations and there are many freely available resources, papers, tips and tools that you can access to support your work to adopt a workplace wellbeing strategy. Here are just a few…
- 26. 26 • CIPD’s EmployeeOutlook: Focus on mental health in the workplace 2016 report • Health and Wellbeing Award from Investors in People • Mental Health First Aid England – Line Manager’s Resource • Health and Wellbeing Advice from ACAS • Future of Wellbeing and Engagement Tool from Engage for Success • Wellbeing and Work: The Facts from Business in the Community • Tips for taking care of your staff from Mental Health Charity Mind • Healthy Workplace, Healthy Workforce guidance for managers from CMI • Health and Safety Executive’s guide to stress • Mental Health for Employers Toolkit from Business in the Community
- 27. * Calls willcharged at your standard network rate FURTHER SUPPORT FROM US 27 • We want to help your organisation be happier, healthier and more sustainable. So if you’d like to talk to us health and wellbeing, please get in touch • As the licensed delivery partner for Investors in People in the North of England, we also deliver advice and assessment for the Health & Wellbeing Award. Find out more here. • To find out more about The Growth Company and what we’re all about, visit www.organisationalimprovement.growthco.uk, call us on 0161 237 4200* or email [email protected]