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Promoting Workplace Well-Being

Promoting Workplace Well-Being. David Craigie Chartered Psychologist. supporting www.businessmattersedinburgh.com . Overview. The importance of workplace well-being Risk factors for stress at work Developing resilience – what can I do? Promoting positive management.

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Promoting Workplace Well-Being

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  1. Promoting Workplace Well-Being David Craigie Chartered Psychologist supporting www.businessmattersedinburgh.com

  2. Overview • The importance of workplace well-being • Risk factors for stress at work • Developing resilience – what can I do? • Promoting positive management

  3. What does well-being have to do with work? • In 2009/10, an estimated 9.8 million working days were lost through work-related stress • On average, each person suffering from work-related stress took an estimated 22.6 days off in 2009/10 • The importance of early intervention • "The adverse reaction people have to excessive pressures or other types of demand placed on them" Source: www.hse.gov.uk/stress

  4. Risk factors in the workplace: The Health and Safety Executive identifies 6 areas of risk for stress at work (Management Standards – 2004 research). • Demands  including workload, work patterns and the work environment • Control  how much say the person has in the way they do their work • Support  including the encouragement, sponsorship and resources provided by the organisation, line management and colleagues

  5. Risk factors in the workplace (continued): • Relationships  including promoting positive working to avoid conflict and dealing with unacceptable behaviour • Role  whether people understand their role within the organisation and whether the organisation ensures that they do not have conflicting roles • Change  how organisational change (large or small) is managed and communicated in the organisation

  6. Developing Resilience – what can I do? • Be self aware • Listen to those around you • Think holistically • Be pro-active rather than re-active • Don’t neglect physical health

  7. Tackling the risk factors on a personal level • Demands  Try to plan ahead, delegate where possible, be aware of upcoming demands. • Control  What aspects can I control? • Support  Make use of available support. Ask for it when you need it, give it when you can.

  8. Tackling the risk factors on a personal level • Relationships  Invest in (healthy) relationships. Learn assertiveness and communication techniques. • Role  Clarify your role and expectations. • Change  Be aware of upcoming changes to prepare yourself. Read up available information and ask questions.

  9. Conclusions so far… • There is no “silver bullet”! • We are not isolated individuals, but part of a network of people – we can help one another and learn to help ourselves also.

  10. Promoting Positive Management • Managers are in a very important position within organisations • “Gatekeepers” to stress and can help well-being of others • We need to look after our managers too! • New research/directions: focusing more on “well-being” and “resilience”, than on “stress”

  11. Recent research findings Research supported by HSE, CIPD & Investors in People • Phase A (2007) – development of a management competency framework • Phase B (2008) – evaluate usability, design measurement tool • Phase C – review of interventions Acknowledgment – Emma Donaldson Fielder, C.Psychol

  12. Management Competencies 4 key categories • Management Style • Leadership, planning, empowering • Awareness of the individual • Situation management

  13. Management Style Competency details: • Having Integrity • Being respectful and responsible • Managing Emotions • Behaving consistently and calmly • Considerate Approach • Thoughtful in managing others and delegating

  14. Leadership, Planning and Empowering Competency details: • Pro-active work management • Monitoring and reviewing existing work, allowing future prioritising and planning • Problem solving • Deals with problems promptly, rationally and responsibly • Participative/Empowering • Consults with team/listens, provides direction, autonomy and development opportunities

  15. Situational Management Competency details: • Managing Conflict • Dealing fairly and promptly • Use of organisational resources • Seeks advice when necessary (HR etc.) • Taking responsibility for resolving issues • Supportive and responsible approach

  16. Awareness of the Individual within the team Competency details: • Personally accessible • Available • Sociable • Relaxed approach, appropriate use of humour • Empathic engagement • Seeks to understand individual in terms of motivation, point of view and life outside of work

  17. more information www.craigiepartnership.co.uk Email: david@craigiepartnership.co.uk Links and other information: www.craigiepartnership.co.uk/businessmatters.htm

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