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2. What is Work Well? Work Well is a process that can be used by small and large organisations throughout Northern Ireland to develop and implement their own workplace health programmes.

3. Does it work? • The Work Well model is based on international best practice. • This type of model has gained recognition for being successful in improving the health and wellbeing of an organisation and its staff. • Work Well was successfully piloted among 20 business in Northern Ireland. The results from the evaluation were very positive.

4. Why bother about workplace health? Sickness absenteeism is estimated to cost Northern Ireland £330 million per year. This figure equates to an average of £426 per employee per year. A happy workforce is a healthy business.

5. Benefits to employer? • Improved public image. • A reduction in sickness absenteeism and therefore absenteeism costs. • Increased employee motivation, morale and loyalty. • Increased employee productivity/performance levels. • A change towards a healthier work culture.

6. Benefits to employees? • Improved level of awareness in relation to health and wellbeing issues. • Knowledge and information to take back to their families and communities. • Adopting a more positive attitude towards lifestyle and behaviour. • Helping to motivate and support individuals to make healthier choices.

7. Benefits of being involved in Work Well • Receive free support, advice and guidance from a Work Well Practitioner. • Achieve publicity through the HPA’s Work Well scheme. • Gain recognition as a caring and committed employer. • Add a contribution towards Quality Awards, eg Employers of Choice, Investors In People.

8. 3 key business areas that Work Well looks at:

9. Leadership and management This covers organisational issues that can have an impact on health and wellbeing such as: • The culture within organisations • Communication • Planning • Human resources

10. Leadership and management Effective leadership and efficient management support the development of a healthy workplace, both in policy and practice. Developing this area ensures that employees work in a supportive environment that promotes positive working relationships and values and develops employees.

11. Leadership and management Examples of actions in this area: • Workplace health policy statement • Health action plans • Human resource policies • Training plans • Job descriptions • Improved communication systems

12. Physical environment The physical working environment must be safe and healthy. This means continuously reviewing and improving health and safety to ensure compliance with legislation and statutory obligations for occupational health (Work Well criteria encourages going above and beyond what is legislated for).

13. Physical environment Examples of actions in this area: • Health and safety committee • Stating responsibilities and reporting structures • Health and safety policies • Risk assessments • Safe practices

14. Health and wellbeing The workplace promotes opportunities for employees to increase their knowledge of health related issues and allows changes in health behaviours to be realised. Employers should not impose healthy lifestyle choices on employees, but there are often ways that work creates barriers to making healthy choices and employers can remove these barriers.

15. Health and wellbeing The whole organisation should work in a way that makes the healthier choice the easier choice, and encourages employees to take a personal responsibility for their health and wellbeing. The workplace health programme should be based on employee needs and evaluation of previous programmes.

16. Health and wellbeing Examples of issues that can be addressed: • Nutrition and weight control • Physical activity • Alcohol and drugs • Smoking

17. Health and wellbeing Examples of issues that can be addressed: • Women’s / men’s cancer • Breastfeeding mothers returning to work • Stress and mental health in the workplace • General health

18. The Work Well process

19. Support during the process • Guidance and support will be provided by the Work Well practitioner at every stage of the process. • Support and commitment is needed from senior management.

20. Support during the process • Information needs to be communicated to all employees. • Support for the programme will determine the success of the initiative and what differences are achieved.

21. What employees have to do • Be involved – have their say and make changes. • Contribute to an employee needs assessment (eg confidential questionnaire, focus group). • Support any programmes and activities. • Take ownership.

22. What other employers have said about Work Well “definitely worth getting involved” “the project forced us to sit down and examine our practices” “we have a more cooperative and motivated staff and they realise that their employer has taken an interest in their wellbeing” “increased awareness of the health bit of health and safety”

23. Frequently asked questions Why is my employer becoming involved? Employers want their staff to be happy and healthy. For organisations to succeed, they must value the health and wellbeing of their employees.

24. Frequently asked questions Do I have to take part? It is your choice whether to participate but it is your opportunity to have your say, work towards positive changes and take ownership of workplace health – the more you put into it, the more you will benefit.

25. Frequently asked questions Are the employee questionnaires confidential? The employee questionnaires are confidential, anonymous and simple to complete. Realistic answers will enable an relevant health action plan to be developed.

26. Frequently asked questions Are the activities carried out during working time? Some activities will be carried out during working time but it depends on the activity and the organisation.