Wellbeing as an employer differentiator to secure the best talent

1. Wellbeing as an employer differentiator to secure the best talent Bruce Greenhalgh Global Health and Wellbeing Clinical Lead

2. Nancy Hey Centre Director The 21c world is changing faster than ever The Fourth Industrial Revolution Big Data Internet of Things Artificial intelligence Neuroscience Mechanisation Electrification Digitalisation

3. The world of work is changing Traditional industry activity Physically arduous Physical hazards Fixed location Set hours Employer trained Job for life?

4. The world of work is changing Modern agile working Mentally arduous Psychological hazards Mobile working 24/7 expectations Self educated Job for now?

5. The world of health is changing • People are healthier than ever but …….. • Non communicable disease now predominates • Life style factors are a major contributor • Morbidity v mortality • Working lives are extended by necessity • Poor health impacts on business: • productivity, absenteeism, presenteeism, health • care costs (direct/indirect) Cumulative lost global output 2011-2030 by disease(Bloom et al., 2011

6. Occupational Health issues in the 2010s • Globalisation • Mental wellbeing • 24/7 working • New technology • Lifestyle issues • Ageing workforce • Migrant workers • Sustainability • Engagement • Social exclusion

7. Some fundamentals don’t change Work is a social determinant of health Work provides Personal worth Social interaction Life structure Worklessness can lead to Increased anxiety & depression Hypertension Diabetes Heart disease & stroke

8. The work/health dynamic is two way Accidents Litigation Disengagement Motivation Fitness Purpose Absenteeism Presenteeism Healthcare costs Productivity Innovation Engagement The individual and the organisation both require attention

9. It’s not just about the individual HSE Management Standards + Individual Factors Personality, Background, Experience, Circumstances, Health

10. Growing interest in the economics of mental health Mental Ill Health (OECD) Lifetime up to 50% affected 20% at any one time Common in all age groups Fastest growing disability 3% - 4% of EU GDP <20% work related 100% work affecting A business issue!

11. Business • Absenteeism • Presenteeism • Healthcare costs • Quality issues • Accidents • Burnout & Churn • Human • Chronic ill health • Injury • Relationships • Self harm Impact of poor mental health on companies Source: Sainsbury Centre for Mental Health

12. “Wellbeing” is intuitive but hard to define Wellbeing, put simply, is about ‘how we are doing’ as individuals, communities and as a nation and how sustainable this is for the future. We define wellbeing as having 10 broad dimensions which have been shown to matter most to people in the UK as identified through a national debate. The dimensions are: the natural environment, personal well-being, our relationships, health, what we do, where we live, personal finance, the economy, education and skills and governance. Personal wellbeing is a particularly important dimension which we define as how satisfied we are with our lives, our sense that what we do in life is worthwhile, our day to day emotional experiences (happiness and anxiety) and our wider mental wellbeing. ONS Reflections on Measuring National Well-being July 2013

13. “Wellbeing” – why is it important for business? • Wellbeing: • Makes high performance sustainable • Drives innovation & collaboration • Reduces the cost of failure • Is a worthwhile end in its own right

14. There is no one agreed definition for employee engagement • “Engagement is about creating opportunities for employees to connect with their colleagues, managers and wider organisation. It is also about creating an environment where employees are motivated to want to connect with their work and really care about doing a good job…It is a concept that places flexibility, change and continuous improvement at the heart of what it means to be an employee and an employer in a twenty-first century workplace.” (Professor Katie Truss) • “A positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of the business context, and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement, which requires a two-way relationship between employee and employer.” (Institute of Employment Studies) • “A set of positive attitudes and behaviours enabling high job performance of a kind which are in tune with the organisation’s mission.” (Professor John Storey)

15. The link with engagement - sustainability

16. Wellbeing – moving from negative to positive Employee Wellbeing: Taking engagement and performance to the next level

18. Approach to Wellbeing Rested Exercise Nourishment / water Breaks / within work recovery Barriers to recovery Physical problems from workplace Overall healthy activities Mental health Resilience Stress Line manager Organisation Aware of support – formal / informal Health Happiness Life satisfaction Job satisfaction Work conditions Financial security Safety Bullying/ harassment Security Finances & mental health Confidence in future Ability to withstand shock Subjective wellbeing Physical & systems Culture Facilities Working patterns Tools Commute Environment Fairness Identify with values Communication Support Stretching & embracing growth Atmosphere Fairness Change Management Line manager Colleagues Relationships Support Respect Personal investment Clear goals Accomplishment Motivation Influence decisions Career development Workload Use of skills /Job fit Competence Engagement Job quality Purpose

19. Approach to Wellbeing Rested Exercise Nourishment / water Breaks / within work recovery Barriers to recovery Physical problems from workplace Happiness Life satisfaction Job satisfaction Overall healthy activities Mental health Health Resilience Stress Mindfulness Line manager Organisation Aware of support – formal / informal Subjective wellbeing • For example… • Introduction of a range of Mindfulness products including: • An Introduction to Mindfulness Computer Based Training • On request face to face Mindfulness training • Weekly Mindfulness via tele-conference (1,000 employees registered) • Downloadable podcasts, webinars, guidance and training sessions • One Minute Mindfulness

20. Approach to Wellbeing Happiness Life satisfaction Job satisfaction Work conditions Financial security Safety Bullying/ harassment Security Finances & mental health Confidence in future Ability to withstand shock Subjective wellbeing • For example… • Introduction and promotion of financial initiatives including: • Preferential rate loans recovered through payroll • Confidential financial advice (Employee Assistance Programme) • Benevolent Fund - Emergency help in crisis scenario’s • Financial retirement seminars

21. Approach to Wellbeing • For example… • Influencing the scope of requirements for buildings and facilities: • Consideration of biophilia • Multi-purpose quiet spaces • Networking conducive space, lighting and acoustics Happiness Life satisfaction Job satisfaction Subjective wellbeing

22. Approach to Wellbeing Happiness Life satisfaction Job satisfaction • For example… • Creating a support network for employees experiencing challenges with mental health issues – key features: • Run by volunteers (under professional governance) • Listening, Supporting and Signposting • All: Vetted, Trained, Supported, Supervised • Provision of psychological first aid across the organisation Subjective wellbeing Communication Support Stretching & embracing growth Atmosphere Fairness Change Management Line manager Others at work Support Respect Personal investment Relationships

23. Approach to Wellbeing • For example… • At a time when constant change has become the new norm providing guidance and direction to facilitate healthy change: • Clear guidance on principles • Supportive collateral e.g. tool kits and services • Recommending meaningful measures Happiness Life satisfaction Job satisfaction Subjective wellbeing Clear goals & line of sight Accomplishment Motivation Ability to influence decisions Career development / progression Workload / Use of skills Job fit / Competence Engagement Job quality Purpose

24. References • Understanding and Managing the Mobile Workforce https://newsroom.cisco.com/dlls/2007/eKits/MobileWorkforce_071807.pdf • OECD High-Level Policy Forum on Mental Health and Work (OECD Policy Framework) March 2015: https://www.oecd.org/mental-health-and-work-forum/documents/OECD-POLICY-FRAMEWORK.pdf • Engaging for success: enhancing performance through employee engagement - a report to Government by David Macleod and Nita Clarke: • http://engageforsuccess.org/wp-content/uploads/2015/08/file52215.pdf • Good work: • Waddell and Burton report: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/214326/hwwb-is-work-good-for-you.pdf • Good work and our times: http://www.theworkfoundation.com/DownloadPublication/Report/291_GWC%20Final..pdf • Good work, high performance and productivity: • http://www.theworkfoundation.com/DownloadPublication/Report/316_Good%20Work%20High%20Performance%20and%20Productivity.pdf • Leaders: • BiTC (2011) Embedding employee wellbeing and engagement into corporate culture. http://wellbeing.bitc.org.uk/all-resources/research-articles/embedding-employee-wellbeing-engagement-corporate-culture • Managers: • BiTC (2016) Leading on mental wellbeing: transforming the role of line managers. http://wellbeing.bitc.org.uk/news-opinion/news/press-release-line-managers-key-improving-wellbeing-work

25. Bruce.greenhalgh@bt.com