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Resilience Masterclass

Resilience Masterclass. Is Resilience the Panacea for our Changing World?. Clare Reyersbach , Senior Consultant Social Care 2015 17 th April 2015. A World of Relentless Challenges !. V U C A. Volatility. Uncertainty. Complexity. Ambiguity. The New Normal.

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Resilience Masterclass

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  1. Resilience Masterclass Is Resilience the Panacea for our Changing World? Clare Reyersbach, Senior Consultant Social Care 2015 17th April 2015

  2. A World of Relentless Challenges! V U C A Volatility Uncertainty Complexity Ambiguity The New Normal

  3. What does this mean for the Future? We live in a world which is constantly changing in an unpredictable way. The onlycertaintyis uncertainty!

  4. VUCA and the Care Act • The VUCA world means constant changes in the Care sector. • The Care Act has been implemented with specific aims to create some clarity to deal with the complexity: Aims of The Care Act • To design a simpler, modern law for 21st Century care and support • To make the law fair and consistent • To help people better understand how the system works, and how decisions about them are made.

  5. Recruitment in the Care Sector 29% have a huge change before they even start National Minimum Dataset for Social Care (NMDS-SC); Skills for Care, 2014 *TMP, 2014

  6. Our experience of working within the Care Sector

  7. a&dc and the Care Sector • Online tool used for self-selection • Situational Judgement Test to provide a realistic job preview • First values based Situational Judgement Test built around the NHS Constitution Values • Situational Judgement Test used as part of the recruitment process to test individuals’ judgement against core values of ISS Healthcare. 7

  8. a&dc and the Care Sector • Recently completed an 18-month project to design an online situational judgement test called ‘A Question of Care’.  • www.aquestionofcare.org.uk • Developed a Values & Attitudes framework and then based the SJT around these key qualities for care sector workers.  • The SJT covers themes around things like: Upholding the rights of individuals, Understanding and caring about others, Professionalism and Empowering others.

  9. What can affect retention and presenteeism?

  10. Sickness Absence in the Labour Market (2014), ONS • Workers in a Health authority or NHS trust continuously had the greatest sickness absence rate throughout the 2003 to 2013 period. • Public sector has greater sickness than private, and healthcare has the most sickness in public sector organisations. • Incidences of sickness higher for women, those in the public sector and those in larger workplaces • Other responsibilities – eg children, caring for other relatives?

  11. The Problem with Sickness in the Care Sector 13.3 million working days a year lost due to stress* • Decrease in the quality of care Overall cost: £3.7 billion *Mental Health Foundation (2014)

  12. Control the Controllables What can you control / influence? No Control / No Influence Influence Government Policies Control Care for patients Recruiting resilient employees

  13. Harnessing Resilience

  14. Resilience in Research • Directly related to job performance Maddi et al. (2009) • Predicts organisational commitment, job satisfaction and workplace happiness Youssef & Luthans (2007) • Positively correlated to work engagement Shalfrooshan (2013) The challenge: how do we make resilience measurable so that we can assess and develop it?

  15. a&dc’s Definition of Resilience “An individual’s capacity to adapt positively to pressure, setbacks, challenge and change in order to achieve peak performance.” The ability to maintain the quality of care that service users expect and deserve. 15

  16. Pressure and Performance Selye (1950) Everyday pressures at work • Increases in workload • Unsettling change • Setbacks and obstacles

  17. How do we measure resilience in a meaningful way that helps individuals and organisations? Focus on the way that individuals are resilient. Not how resilient they are.

  18. a&dc’s Resilience Scales Research Resilience consists of skills, attitudes and behaviours 8 clear elements Self Belief (confidence) Optimism (belief things will go well) Purposeful Direction (goals to achieve) Adaptability (their behav.) Ingenuity (creativity) Challenge Orientation (enjoy challenge) Emotion Regulation (remaining calm) Support Seeking (ask for help)

  19. Resilience in Practice Recruitment • Recruit individuals that can cope with pressure • Assess where people draw their resilience from • Gauge whether someone will be able to not just survive, but thrive in your organisation Outcome: Build a resilient workforce Development • Develop individuals – increase self-awareness and develop their ability to handle pressure • Developmanagers– understand their direct reports, the type of work that they may find stressful and how they can support them better Outcome: Increase workforce resilience

  20. The Resilience Questionnaire™ • Online psychometric tool • Norm groups (eg UK Working Adults, Executives & Senior Mgrs, 1st Line Mgrs, Non-Mgrs, Sales & Service) • 10-15 minutes to complete • Output • Participant Feedback Report • Enhances on-boarding, development and employer branding • Assessor Report • Specific questions and structure for effective interviewing or developmental support

  21. Resilience: The Benefits The Benefits

  22. Importance of Resilience: a&dc’s Research Through our work with our clients we have confirmed its importance: • Greater resilience is related to high levels of engagement (Shalfrooshan, Riley & Hughes, 2012) • Greater resilience is related to better health and well-being (Moncur, 2015) • Resilience is enhanced through coaching (Shalfrooshan, Riley & Hughes, 2014) • More senior the manager the more resilient they tend to be

  23. Resilience for Enhanced Well-being Individual Organisation • Overcome challenges • Cope with grief and anxiety • Greater physical health • Bolstered optimism • Greater job satisfaction • Navigate through crises • Fewer sick days a year Higher quality of care for service users

  24. Resilience for Enhanced Performance Individual Organisation • Higher engagement • Enhanced services • Improved staff retention • Better cross-functional working • Increased productivity • Effective task prioritisation • Drive to achieve goals and create solutions • Self awareness of personal attributes Higher quality of care for service users

  25. Final Choice to Make Start recruiting for / developing resilience? Or do nothing? Creating a resilient workforce isn’t a ‘nice to have’, it is a strategic priority.

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