LOL BUTTERFIELD Shift Advisor Shift

1.  LOL BUTTERFIELD Shift Advisor Shift

2. Who are Shift? Created in 2004. Seven-year programme to tackle the stigma and discrimination associated with mental illness Campaign funded by the DH Based at Kings Fund, London People with mental health problems are at the heart of the programme -14 Expert Advisors Work in partnership Key audiences: employers and the media �Shifting Stigma�. Shift is funded by the Department of Health and is an initiative that was created in 2004 to tackle stigma and discrimination surrounding mental health issues in England We are a small team based in London but we also employ 14 expert advisors on a contractual basis who inform and support our work. They regularly attend events and talk first hand about their experiences of mental health problems or of being a carer. We work in partnership with other mental health orgs such as sainsbury centre, rethink and mind and with govnt depts such as dwp to help minimise duplication and maximise impact and change. Our work is focused around areas where people feel the most stigma and discrimination which from research has shown to be within the media and also in the workplace. �Shifting Stigma�. Shift is funded by the Department of Health and is an initiative that was created in 2004 to tackle stigma and discrimination surrounding mental health issues in England We are a small team based in London but we also employ 14 expert advisors on a contractual basis who inform and support our work. They regularly attend events and talk first hand about their experiences of mental health problems or of being a carer. We work in partnership with other mental health orgs such as sainsbury centre, rethink and mind and with govnt depts such as dwp to help minimise duplication and maximise impact and change. Our work is focused around areas where people feel the most stigma and discrimination which from research has shown to be within the media and also in the workplace.

3. Shift Principles 1,2 & 3 Employers can demonstrate that employees are helped to look after their mental health by making them aware of the steps they can take to preserve and maintain their own and others� mental well-being Employers promote a culture of respect and dignity for everyone, ensuring that staff are trained to recognise and be sensitive to mental distress or disability in others, whether they are workplace colleagues or customers Employers encourage awareness of mental health issues, so that employees are aware of the signs of distress and understand the importance of seeking help early So what are the 6 principles? The six principles are based upon existing Government policies and good practice initiatives and are . You can access the full version of these in the �Action on Stigma� documents which are on our website The first 3 cover the mental health of staff which aim to help improve mental wellbeing in the workplace. The principles ask employers to support their employees by providing information, advice, support so that they become aware of the issues and understand their own mental health needs, understand how their behaviour affects others, recognise others distress, and know what to do for themselves and colleagues when things go wrong. Surrounding this is the collective goal of developing and supporting a healthy working environment that is non-discriminatory. (Promoting such a culture can reduce sickness absence, grievance and discrimination claims, complaints and ultimately the incidence of mental health problems. ) So what are the 6 principles? The six principles are based upon existing Government policies and good practice initiatives and are . You can access the full version of these in the �Action on Stigma� documents which are on our website The first 3 cover the mental health of staff which aim to help improve mental wellbeing in the workplace. The principles ask employers to support their employees by providing information, advice, support so that they become aware of the issues and understand their own mental health needs, understand how their behaviour affects others, recognise others distress, and know what to do for themselves and colleagues when things go wrong. Surrounding this is the collective goal of developing and supporting a healthy working environment that is non-discriminatory. (Promoting such a culture can reduce sickness absence, grievance and discrimination claims, complaints and ultimately the incidence of mental health problems. )

4. Shift Principles 4,5 & 6 4. Employers can demonstrate that no one is refused employment on the grounds of mental ill-health or disability 5. Employers must make reasonable adjustments to the work environment for people with mental health problems so they can continue working 6. Employers must ensure that people with mental health problems are not disadvantaged in relation to the availability of goods and services 4-6 (4) is in relation to the law and predominately the disability discrimination act in which it is the duty of an Employer to ensure that no one is refused employment on the grounds of mental health or disability. (5.) is about staff retention and Employers should make reasonable adjustments to the work environment for people with mental health problems so that they can continue working. (6 ) employers ensure that people with mental health problems are not disadvantages in relation to the availability of their goods and services. E.g eg getting travel insurance.4-6 (4) is in relation to the law and predominately the disability discrimination act in which it is the duty of an Employer to ensure that no one is refused employment on the grounds of mental health or disability. (5.) is about staff retention and Employers should make reasonable adjustments to the work environment for people with mental health problems so that they can continue working. (6 ) employers ensure that people with mental health problems are not disadvantages in relation to the availability of their goods and services. E.g eg getting travel insurance.

5. The two main obstacles to achieving these principles that were fed back in the listening exercise were found to be fear, ignorance and apathy amongst the public and amongst employers.The two main obstacles to achieving these principles that were fed back in the listening exercise were found to be fear, ignorance and apathy amongst the public and amongst employers.

6. And the two things most requested to get over these obstacles were for more information and advice and also training for employees.And the two things most requested to get over these obstacles were for more information and advice and also training for employees.

7. Shift Line Managers Resource Practical guide to managing and supporting people with mental health problems in the workplace. Recently updated- October 2009. Offers practical advice on the recruitment process, monitoring and promoting the wellbeing of staff, managing contact during sickness absence and the planning and monitoring of the return to work Produced in partnership with the Department of Health, Department for Work and Pensions, Health and Safety Executive and Health Work Wellbeing The Line Managers� Resource is free and you can request paper copies by sending your postal address to employment@nmhdu.org.uk . You can also download copies from the Shift website at http://shift.org.uk/employers

8. Shift Employment Films Three short films accompanied with awareness raising and educational tools designed to raise awareness of mental health problems and discrimination in the workplace These can be viewed online by office workers and also be used as part of training programmes and promotional activity Theme of films; Mental health in recruitment, at work, returning to work The films are available on DVD. Email claire.newall@nmhdu.org.uk for your free copy New films available summer 2011. A key gap identified during the Shift �Action on Stigma� feedback was enabling employers to recognise mental health in the workplace as an issue. Shift therefore commissioned the production of three short films called Life in the office designed to raise awareness of mental health problems and discrimination in the workplace. These can be viewed online by staff as well as used as part of training programmes and promotional activity. The films are also available on DVD. Email employment@nmhdu.org.uk for your FREE copy. The films are also accompanied by awareness raising and educational tools- on the website We are also producing new films which will be available in the new year that show real life accounts of how people with mental health problems have been effectively managed in the workplace. A key gap identified during the Shift �Action on Stigma� feedback was enabling employers to recognise mental health in the workplace as an issue. Shift therefore commissioned the production of three short films called Life in the office designed to raise awareness of mental health problems and discrimination in the workplace. These can be viewed online by staff as well as used as part of training programmes and promotional activity. The films are also available on DVD. Email employment@nmhdu.org.uk for your FREE copy. The films are also accompanied by awareness raising and educational tools- on the website We are also producing new films which will be available in the new year that show real life accounts of how people with mental health problems have been effectively managed in the workplace.

9. Line Manager Training -practical advice and guidance Make sure the demands placed on employees are fair & realistic Allow staff a say in how they do their work Provide the information & support that staff need Protect staff from conflict & unreasonable behaviour Ensure staff understand their roles & your expectations Communicate with staff during times of change, & listen to their concerns Based on the Health and Safety Executive�s Management Standards. The resources can support and assist you in implementing aspects of your mh policy but to prevent staff mental health problems from arising in the first place it really comes down to the line manager in the daily management of his or her staff. And much of this is to do with open, honest and effective communication Go on to discuss points on slide- its about two-way conversation, managing expectations, providing feedback to staff on their performance, consulting with staff on work issues and listening to their concerns, providing support. (Give real life example and/or stat on presenteeism)The resources can support and assist you in implementing aspects of your mh policy but to prevent staff mental health problems from arising in the first place it really comes down to the line manager in the daily management of his or her staff. And much of this is to do with open, honest and effective communication Go on to discuss points on slide- its about two-way conversation, managing expectations, providing feedback to staff on their performance, consulting with staff on work issues and listening to their concerns, providing support. (Give real life example and/or stat on presenteeism)

10. Tips on developing a strategic approach Produce a business case. Senior management buy-in Assess impact of existing policies & procedures Address the gaps - refer to six principles Embed and communicate changes Monitor progress Evaluate and adjust accordingly Implement good practice line management And once that is in place the MH policies that you either already do have or are going to be developing will just support the best practice already present. Internal audit/staff survey. Address the gaps. Develop new policies that will produce a holistic framework Need to embed it-no point in having a strategy that sits on the shelf in HR gathering dust.-training, dissemination, communication Monitor progress e.g e.g Implement annual wellbeing surveys, is it working? If not why not? What else can we do? Collect & process all data relating to health annually �Good practice line management� refers to previous slide on effective communication and management of staff by line managerAnd once that is in place the MH policies that you either already do have or are going to be developing will just support the best practice already present. Internal audit/staff survey. Address the gaps. Develop new policies that will produce a holistic framework Need to embed it-no point in having a strategy that sits on the shelf in HR gathering dust.-training, dissemination, communication Monitor progress e.g e.g Implement annual wellbeing surveys, is it working? If not why not? What else can we do? Collect & process all data relating to health annually �Good practice line management� refers to previous slide on effective communication and management of staff by line manager

11. What works �a personal perspective WHAT WORKED FOR ME? WHAT AIDED MY RECOVERY? SMALL BUT SIGNIFICANT STEPS TAKEN TOWARDS RECOVERY ATTITUDE OF OTHERS IMPORTANT BELONGING AND UNDERSTANDING POSITIVE REINFORCEMENT OF SKILLS AND QUALITIES There is a Vast amount of information on mental health and employment on the internet but there is no guide to how accurate it is, how effective or appropriate it is for different organisations As Im sure you find, as soon as you go on the internet and type in �mental health� there is almost just too much information and its overwhelming. In partnership with the Sainsbury Centre, we therefore recruited an independent review panel, a team of employers, occupational health practitioners, researchers and mental health experts, assesses the quality and impact of materials. a new website has now been launched which enables employers to navigate their way through the plethora of information and access the most appropriate information about mental health and employment. You can therefore quickly access� quality checked� materials specific for your needs by accessing this link- shown on slide. There is a Vast amount of information on mental health and employment on the internet but there is no guide to how accurate it is, how effective or appropriate it is for different organisations As Im sure you find, as soon as you go on the internet and type in �mental health� there is almost just too much information and its overwhelming. In partnership with the Sainsbury Centre, we therefore recruited an independent review panel, a team of employers, occupational health practitioners, researchers and mental health experts, assesses the quality and impact of materials. a new website has now been launched which enables employers to navigate their way through the plethora of information and access the most appropriate information about mental health and employment. You can therefore quickly access� quality checked� materials specific for your needs by accessing this link- shown on slide.

12. Benefits of addressing mental health in the workplace Complying with legislation (e.g. Disability Discrimination Act and Health and Safety Executive) Reduced sickness absence Demonstrates corporate social responsibility Improved productivity Reduced staff turnover Healthier workplace- committed staff Improved morale Good management of mental health at work including prevention and early identification can brings costs down by as much as 30%. (Sainsbury Centre for Mental Health (2007) One in six people have a mental health problem at any given time meaning that if you have a workforce of say 200 staff then approx xx will have a mental health prob whether or not you are aware of it. By adopting the priniciples and by improving mental health in your workplace and taking measures to prevent discrimination then you will be (points on slide) Bullet point 2; An average employee takes nearly three days off sick a year because of mental health problems � that�s 80 million days lost every year in sickness absence in the UK at a cost to business of �9 billion a year. By you taking action you will therefore be making a cost saving in terms of reduces sickness absence. Investing in employees� well-being leads to a more productive workforce One in six people have a mental health problem at any given time meaning that if you have a workforce of say 200 staff then approx xx will have a mental health prob whether or not you are aware of it. By adopting the priniciples and by improving mental health in your workplace and taking measures to prevent discrimination then you will be (points on slide) Bullet point 2; An average employee takes nearly three days off sick a year because of mental health problems � that�s 80 million days lost every year in sickness absence in the UK at a cost to business of �9 billion a year. By you taking action you will therefore be making a cost saving in terms of reduces sickness absence. Investing in employees� well-being leads to a more productive workforce

13. For more information... Shift: www.shift.org.uk Health and Safety Executive: www.hse.gov.uk Department for Work and Pensions: www.dwp.gov.uk Health Work Wellbeing:www.workingforhealth.gov.uk Sainsbury Centre for Mental health:www.scmh.org.uk Chartered Institute of Personnel and Development: www.cipd.co.uk TUC www.tuc.org.uk MIND www.mind.org.uk Rethink www.rethink.org Department of Health www.dh.gov.uk Plenty of info out there. Plenty of info out there.

14.  employment@nmhdu.org.uk www.shift.org.uk/employers