Work and mental well-being AHEAD Workshop

1. Work and mental well-beingAHEADWorkshop Professor Ivan Robertson Robertson Cooper Ltd & Leeds University Business School

2. Engage top leadership 1. Measure strategic baseline metrics (e.g. customer satisfaction, sickness/absence) 2. Develop “brand” and communicate internally. 5. Communicate and implement plans Develop managers to manage challenge and support 3. Measure well-being levels and their drivers 4. Use results to develop action plans

3. Measure baseline metrics • Organisational outcomesSickness/absenceEmployee turnoverReferrals to occupational healthPerformance & productivityetc… • ExternalCustomer/user/patient satisfactionComplaintsetc… • Survey resultsEmployee engagementPhysical & mental well-beingetc…

5. Well-being Outcome Method

6. Develop the “Brand” and communicate internally (and externally) • Goals & purpose (link to metrics) • Existing activities • Benefits to different stakeholder groups

8. GlaxoSmithKline’s “Branding” • Cast a positive shadow – generate positive emotions in others • Manage your energy – not your time • Downtime (respite) is productive time • Work in a series of sprints • Develop health rituals and habits

9. Measure well-being levels and their workplace drivers • Well-being survey (even without follow-up)€1 invested return of €2 (greater with follow-up) (Foresight Report) • Focus groups • Internal dialogues

10. ASSET survey measures (and benchmarks): • Drivers of well-being and engagement • Resources & Communication • Control and autonomy • Work Relationships • Work Life Balance • Work Overload • Pay & rewards • Positive/negative psychological well-being (including Sense of purpose) • Engagement • Psychological and physical health • Productivity

11. Psychological well-being: The concept Life satisfaction Happiness Positive affect Purposeful engagement Personal growth Autonomy Hedonic Eudaimonic

12. Measuring psychological well-being The affective state that people experience (hedonic) The extent to which people experience a positive sense of purpose in their work (eudaimonic)

13. Demands Control Relationships Change Role Support Resources & Communication Control and autonomy Work relationships Work life balance Work overload Job security Pay and benefits Workplace factors and well-being • - Demands • Control • Support • Change • Role • Reward & contribution

14. Resources and communication • Extent to which you feel informed – about changes and what they will mean for you • Whether positive feedback is provided – will need to remain focused on potentially shifting objectives • Level of training – important if have new roles and responsibilities • Lack of enabling resources, e.g. having the right equipment to meet new / changed demands “The atmosphere during change is so ‘cloak & dagger’ – we’re left worrying & not knowing what the future holds. The rumour mill is working over time and it’s really affecting our performance. All we want is open and honest communication about what’s happening”

15. Control & autonomy • Control of job / tasks • Influence in decision making related to changes – particularly if likely to affect your role • Influence on performance targets– important if roles and responsibilities are changing • Extent to which views are listened to, e.g. opinions regarding how changes are managed / implemented “I wasn’t consulted at all prior to a major process change in my dept. – it turned out if my manager had just asked me, I could have given really valuable input that could have prevented the problems we’re having now”

16. Work relationships • Relationship with line manager - important to feel can ask questions and give input regarding change • Colleague / peer relationships, e.g. supporting each other during change • Lack of support / Isolation • Attitudes towards others – will probably be working with new people in different contexts “XXX works on his own a lot and has felt very isolated and uninvolved in the recent changes that have taken place – he has withdrawn further from his colleagues and doesn’t feel he has anyone to talk his concerns through with. It’s starting to make his working day a misery”

17. Work life balance • Long working hours eating into home / family life – increased demands=greater pressure to work long / unsocial hours • Work carrying over into home life – uncertainty and worry about changes taking place can affect personal relationships • Travelling lengthening the working day – may be an issues if relocation occurs during change “I’ve been so worried and troubled about what’s happening with all these changes and the additional workload that’s piling on, that I’ve been distant and irritable with my family which is causing problems at home”

18. Overload • Unmanageable workload – possibly due to increasing / shifting demands and new responsibilities • Unrealistic deadlines – may be driven by time critical issues during change • Feeling of never having enough time to the job properly “XXX was given so many additional responsibilities following a major change in her organisation that she barely had time to get through the tasks core to her role – this started to impact on other areas of her working life such as relationships with colleagues and how valued she felt by her organisation”

19. Job Security • Feeling of insecurity – not being informed about changes and uncertainty are likely to be the key drivers of feelings of insecurity • Threatened by job change –job change can be just as challenging as • Worry about skill redundancy “Since hearing about the changes that will take place in her department, XXX has been really worried about whether her skills will still be of value and the extent to which her job will change. She’s been used to doing the same job for 15 years and is only trained in a specific skill set and now feels very insecure”

20. Use results to develop action plan • CompositionDifferent people (e.g. select or deploy for engagement & well-being using resilience profiles) • DevelopmentTrain/develop/influence the existing people(e.g. support people in dealing with their job demands) • Situational engineeringChange the situation (including management, supervision, job and work design, structure of organisation, working conditions)

21. Use results to develop action plan Note: the higher the score the greater the extent to which the area is troubling people – compared to general working population

22. Use results to develop action plan Dept B Dept A The higher the score, the more the area is considered to be a source of pressure

23. Use results to develop action plan

24. Implement action plan

25. Organisational outcomes Productivity Low Sickness absence Low Turnover Attractive to recruits User/patient satisfaction • Key workplace factors • Sense of purpose • Resources & Communication • Control and autonomy • Work Relationships • Work Life Balance • Work Overload Individual outcomes • Productivity & satisfaction • Good citizenship • Health & well-being • Psychological well-being (& Employee engagement)

26. Leaders & managers • Frequently cited reason for people leaving an organisation • The key players in productivity well-being and performance • Can learn to generate challenge, well-being and sustainable high performance

27. Sickness-absence (Psychological health-related) CIPD 2007: Increase – 40% Decrease – 9%

28. Five steps to positive leadership • Develop personal resilience • Develop the resilience of your workgroup • Understand how people experience the key workplace factors • Understand your (natural) impact on the key workplace factors • Control your impact on the key workplace factors

29. Five steps to positive leadership 1. Build my personal resilienceIndividual ASSETPersonal Resilience Profile 2. Build my Workgroup’s resiliencePersonal Resilience Profiles Resilience TrainingStress management training Sense of Purpose Positive emotions Resources & Communication Control and autonomy Work Relationships Work Life Balance Work Overload 3. Understand my workgroup’s well-being and engagementGroup ASSET 4. Understand my (natural) impactLeadership Impact Report 5. Control my Impact “Vector” process

30. 1. Leadership Impact report 2. Full engagement survey results for work group Improving full engagementSituational engineering - Management & leadership development(“Vector” process) Work group’s actual scores on:Sense of purpose Resources & Communication Control and autonomy Work Relationships Work Life Balance Work Overload Leader’s likely impact on:Sense of purpose Resources & Communication Control and autonomy Work Relationships Work Life Balance Work Overload

31. (Some) issues for discussion • Top management commitment • Line management skills and training • Employee training – (e.g. Resilience training) • Opportunities for individual placement • Interface with GP and health/employment professionals