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Building a Culture of Health Within Organisations
Bruce Greenhalgh
Global Health and Wellbeing Clinical Lead
The world of work is changing
Traditional industry activity
• Physically arduous
• Physical hazards
• Fixed location
• Set hours
• Employer trained
• Job for life?
The world of work is changing
Modern agile working
• Mentally arduous
• Psychological hazards
• Mobile working
• 24/7 expectations
• Self educated
• Job for now?
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
Occupational Health issues in the 2010s
• Globalisation
• Migrant workers
• Ageing workforce
• Lifestyle issues
• Chronic disease
• Mental wellbeing
• 24/7 working
• New technology
• Sustainability
• Engagement
• Social exclusion
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
Bad Work
Harms Wellbeing
Good Work
Improves Wellbeing
Bad Wellbeing
Harms Work
Good Wellbeing Improves
Work
AccidentsLitigation
Disengagement
AbsenteeismPresenteeism
Healthcare costs
ProductivityInnovation
Engagement
MotivationFitness
Purpose
The individual and the organisation both require attention
The work/health dynamic is two way
HSE Management Standards
It’s not just about the individual
Individual FactorsPersonality, Background, Experience, Circumstances, Health
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!
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
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
“Wellbeing” is intuitive but hard to define
Wellbeing:
• Makes high performance sustainable
• Drives innovation & collaboration
• Reduces the cost of failure
• Is a worthwhile end in its own right
“Wellbeing” – why is it important for business?
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)
The link with engagement - sustainability
Employee Wellbeing:
Taking engagement and performance to the next level
Wellbeing – moving from negative to positive
Helping the individual• Aspire to a workforce that enjoys health, happiness and purpose; for their benefit, that of the business and for society at large.
• Help ensure people are resilient and feel in control at work
• Help managers think, speak and act with the wellbeing of their people in mind
• Ensure people practices and policies are designed and implemented to improve or maintain wellbeing
Promoting wellbeing at work is good for organisations
PURPOSE
Belief
Engagement
Commitment
HEALTH
Physical
Psychological
Emotional
SECURITY
Physical
Financial
Emotional
RELATIONSHIPS
Family
Work
Community
ENVIRONMENT
Physical
Cultural
Societal
Review the whole organisation
• All elements count
• Identify the gaps
• They affect each other
Intangible
Tangible
Wellbeing and the workplace
Most organisations have focussed on health and wellbeing
Education &Training
Monitoring &
Assessment
Products &
Services
Primary Engagement
General awareness training of issues and avoidance of harm (Resilience, Mindfulness, etc.)
Risk assessment to control physical & psycho-social hazards
Work design including agile working to help balance work and home commitments
Secondary Intervention
Training of managers to recognise signs of distress and signpost sources of help
Data analysis & audit to identify at risk workers or business units
Self help for employees & managers supported by interventionprogrammes (EAP / physio)
Tertiary Resolution
Guidance on rehabilitation and return to work adjustments
Access to occupational health to assess work fitness and adjustments
Access to targeted treatment services – where State provision patchy and costs in
Financial Wellbeing
8% use payday lenders
37% use credit cards
64% borrow for
basic needs
Source: DNA of financial wellbeing - Neyber
Mid-career divorce Volunteering
Source: NCVO – UK Civil Society Almanac
Source: ONS Statistical Bulletin
Other key drivers of wellbeing
Healthy Environment?
Practical Examples
• Volunteering opportunities
• Induction
• Environment e.g. recycling
• Facilities e.g. bike racks, showers, buildings, work environment
• People networks
• Employee Survey
• Linking Performance and Wellbeing
• Company Values
• Pensions
• People policies/culture
• Security e.g. safe and well
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
