work and mental well being ahead workshop l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Work and mental well-being AHEAD Workshop PowerPoint Presentation
Download Presentation
Work and mental well-being AHEAD Workshop

Loading in 2 Seconds...

play fullscreen
1 / 31

Work and mental well-being AHEAD Workshop - PowerPoint PPT Presentation


  • 173 Views
  • Uploaded on

Work and mental well-being AHEAD Workshop. Professor Ivan Robertson Robertson Cooper Ltd & Leeds University Business School. Engage top leadership. 1. Measure strategic baseline metrics (e.g. customer satisfaction, sickness/absence). 2. Develop “brand” and communicate internally.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Work and mental well-being AHEAD Workshop' - lorant


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
work and mental well being ahead workshop

Work and mental well-beingAHEADWorkshop

Professor Ivan Robertson

Robertson Cooper Ltd

&

Leeds University Business School

slide2

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

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

Outcome

Method

develop the brand and communicate internally and externally
Develop the “Brand” and communicate internally (and externally)
  • Goals & purpose (link to metrics)
  • Existing activities
  • Benefits to different stakeholder groups
glaxosmithkline s branding
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
measure well being levels and their workplace drivers
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
asset survey measures and benchmarks
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
psychological well being the concept
Psychological well-being: The concept

Life satisfaction

Happiness

Positive affect

Purposeful engagement

Personal growth

Autonomy

Hedonic

Eudaimonic

measuring psychological well being
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)

workplace factors and well being
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
resources and communication
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”

control autonomy
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”

slide16

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”

slide17

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”

overload
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”

job security
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”

use results to develop action plan
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)
use results to develop action plan21
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

use results to develop action plan22
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

slide25
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)
leaders managers
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
sickness absence psychological health related
Sickness-absence (Psychological health-related)

CIPD 2007: Increase – 40% Decrease – 9%

five steps to positive leadership
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
five steps to positive leadership29
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

improving full engagement situational engineering management leadership development vector process
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

some issues for discussion
(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