wellbeing and engagement presentation
TRANSCRIPT
WELLBEING AND EMPLOYEE ENGAGEMENT:JOINING THE DOTS…MAKING THE CHANGE
Hannah McNicholl – E4S Wellbeing Subgroup ChairSeptember 2015
2
• The big picture• How can engagement help improve
productivity?• What role does wellbeing have to play?• What can you do?
KEY THEMES
THE BIG PICTURE
4
PRODUCTIVITY
UK productivity growth is at its slowest level since the 1990s
We have the second lowest productivity rate in group of world's richest nations
Source: ONS; The Independent (10 July 2015)
5
AUSTERITY
Austerity is here to stay, impacting how and where organisations invest
Source: NAO report on the Financial sustainability of police forces in England and Wales (4 June 2015)
EMPLOYEE ENGAGEMENT
Only 1/3 of UK employees say they are actively engaged at work
20 million workers are not delivering their full capability or realising their potential at work
64% of people said they have more to offer in skills and talent than they are currently being asked to demonstrate at work
“A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of wellbeing.”
Professor David Guest
6
7
spiritual
WELLBEING
Physical and psychological wellbeing
job
exercise diet
familyfinancescommut
e
community
friends
home
8
POOR WELLBEING AFFECTS MANY ASPECTS OF WORK PERFORMANCE
energy
resiliencesupport to colleagues
coping with change
reliability
attendance
coping with feedback
coping with pressure
coping with uncertainty
concentrationdecision-making
customer orientation
THE IMPORTANCE OF EMPLOYEE ENGAGEMENT
10
THE EVIDENCE
18% higher productivity in organisations with top quartile engagement scores
4xDisengaged employees aremore likely to leave than the average employee
62% more accidents occur in organisations with bottom quartile engagement scores than those in the top quartile
doublethe number of sick days are taken by staff at low engagement organisations than at those with high engagement scores (14 vs 7)
THE FOUR ENABLERS
Strong strategic narrative
Engaging managers
Organisational integrity
Employee voice
11
THE LINK TO WELLBEING
THE VIRTUOUS CIRCLE
13
SUSTAINING HIGH PERFORMANCE
14
‘BEST COMPANIES’
The Sunday Times Best Companies lists use a number of wellbeing and engagement drivers as their criteria for judging
15
HOW ORGANISATIONS HAVE IMPROVED WELLBEING
Marks & Spencer - wellbeing programme included elements suggested by employees e.g. walking month and January weight loss month. Turnover reduced to a low of 0.5% and sickness absence fell.
Birmingham City Council - took part in ‘The Choir’ as part of their engagement strategy using music to break down hierarchies and silos, improve wellbeing and improve their reputation within the city. Over 200 staff applied to join the choir. 91% of those who were successful reported improved wellbeing; 94% of all staff were supportive.
Mars - wellbeing strategy focused on smoking cessation, diet, physical activity, and stress management. One campaign included resilience workshops, optional health checks and a 16-week pedometer challenge. 89% said their energy levels and resilience had improved; 68% said they had made long term changes to help their wellbeing; absence due to mental health issues reduced; employees reported an increase in their sleep quality and daily productivity. 16
OVER TO YOU
TOP TIPS
1. Support from the ‘big boss’2. Dedicated teams
3. Insight before action4. Action plan
5. Tailor interventions6. Communications strategy
7. Help leaders be role models8. Grant permission
9. Create a supportive environment10. Align processes, procedures and employer
branding11. Evaluate outcomes
12. Celebrate success
And, give yourself time…18
19
Take one small step
MY PLEA TO YOU
Join us at our conference24th November
Help us test the wellbeing web tool
Share your ideas and your success stories
20
RESOURCES
Website:www.engageforsuccess.org
Reports and papers:'Why wellbeing matters: Sustaining Employee Engagement & Wellbeing”
'Wellbeing and employee engagement: the evidence'