Upload
others
View
2
Download
0
Embed Size (px)
Citation preview
ASSESSOR HANDBOOK
2014
Date of last update: August 2014
2
Foreword
This hand book focuses on the assessment process in order to achieve an award under the
Workplace Wellbeing Charter for England. It provides an evidence based, robust, fair, transparent
and, importantly, consistent approach to formal assessment.
We do however appreciate that local providers also offer clients advice and support in the run up to
assessment. This support varies from remote support using email, telephone and online content,
through to considerable support packages that include consultancy, management training and the
delivery of onsite interventions. It is up to local providers to promote and deliver this support as they
see fit and according to local need. Providers are also expected to promote the scheme, highlight the
support offered and encourage more organisations to take part, particularly smaller organisations
who may require additional support in the early stages.
Toolkits full of practical resources and guidance for employers will be available through the website
www.wellbeingcharter.org.uk. All these resources will be free to use as we are keen to reach as
many organisations as possible.
3
Contents:
1. The Workplace Wellbeing Charter Page 4
2. The Assessor Page 7
2.1 Qualities of the assessor Page 7
2.2 Education, knowledge and skills Page 8
3. The accreditation process and assessor principles Page 9
3.1 Pre-assessment Page 10
3.2 The assessment process Page 10
3.2.1 Review of evidence Page 11
3.2.2 Recording the assessment decision Page 12
3.2.3 Interviews of key employees Page 12
3.2.4 Suggested interview questions Page 14
3.2.5 Tour of site Page 18
3.3 Post assessment Page 25
3.4 Providing support and conflict of interests Page 25
4. Large and Multi-site organisations Page 27
4.1 Role of the Lead Provider Page 28
5. Re-accreditation Page 30
6. Appeals Procedure Page 30
7. Non - funded areas Page 31
8. The Workplace Wellbeing Charter Standards assessor criteria Page 32
9. Appendix 1 Application form Page 61
10. Appendix 2 Post assessment report Page 63
4
1. The Workplace Wellbeing Charter
The Workplace Wellbeing Charter is an opportunity for employers to demonstrate their commitment
to the health and well-being of their workforce, whilst providing employers with an easy and clear
guide on how to make workplaces a supportive and productive environment in which employees can
flourish. These standards reflect best practice and are endorsed nationally by Public Health England.
The Charter takes a holistic approach that includes leadership, culture and communication, as well
as health & wellbeing topics such as physical activity, alcohol and mental health. The framework
promotes rounded discussions between employer and employees about health, safety and
wellbeing. Organisations using the Charter benefit in many ways including:
The ability to audit and benchmark against an established and independent set of
standards – identifying what the organisation already has in place and what gaps there may
be in the health, safety and wellbeing of the employees.
Developing strategies and plans – The Charter provides a clear structure that organisations
can use to develop health, safety & wellbeing strategies and plans
National recognition – The Charter award process is robust and evidence based. The
Workplace Wellbeing Charter is now widely recognised as the business standard for health,
safety & wellbeing across England. The award helps to strengthen the organisation's brand &
reputation and supports in sales and marketing activities.
The standards, and practical toolkits for employers to attain the standards, are free for all
organisations to use. They can be found at www.wellbeingcharter.org.uk.
If employers wish to be formally assessed against the standards there is a network of providers
across England who can provide formal accreditation services. Providers are either Local Authorities
or social enterprises commissioned to deliver on behalf of Local Authorities. Many organisations
have received the award across England, with a strong mix of small, medium and large employers
across the private, public and third sectors. Providers can be found via
www.wellbeingcharter.org.uk.
5
The Workplace Wellbeing Charter has eight standards:
Leadership
Attendance Management
Health and Safety
Smoking
Mental health
Physical activity
Healthy eating
Alcohol
Each topic is then separated into three categories: Commitment, Achievement and Excellent. These
provide a general overview as to how the organisation is performing in each area. However, it is
worth noting that The Workplace Wellbeing Charter is a universal award open to all organisations.
The national public register of award holders, found on www.wellbeingcharter.org.uk, does not
distinguish or publicise based on size of organisation or level of award. Smaller organisations that
gain ‘Commitment’ levels sit alongside large multinational companies that may have gained
‘Excellent’ in all categories. The branding and logos that successful clients can use on their marketing
materials, to promote the fact that they have gained the Charter, also do not distinguish between
the different levels.
As a general guide for Assessors and Advisors it is recommended that organisations should aim for
the following levels based on their size:
Organisations with 1-30 employees should be aiming for Commitment on all topics,
Organisations with 31 -150 employees should be aiming for Achievement on all topics,
Organisations with 150+ employees should be aiming for Excellent on all topics,
However this is just a rough guide, and Assessors and Advisors should actively encourage
organisations to aim as high as possible and to use the standards to develop their approach to
health, safety and wellbeing over time.
6
In order to be officially recognised on the national online register and have use of the logo on
promotional materials the client must achieve Commitment level on all eight standards. This policy
re-enforces one of the key strengths of the Charter; the promotion of a holistic approach to health,
safety and wellbeing.
For an organisation to reach the COMMITMENT level the organisation would be required to have set
health, safety and wellbeing policies in place and relevant tools available to improve their health and
wellbeing.
For an organisation to reach the ACHIEVEMENT level the organisation would be required to show
evidence that the Health, Safety and Wellbeing policies are being followed by both employer and
employees and that employees are given opportunities to improve their lifestyle. It would also need
to demonstrate that brief interventions are in place to address serious health issues.
For an organisation to reach the EXCELLENCE level the organisation would be required to
demonstrate and evidence that they are fully engaged in wellbeing programmes, have a full range of
intervention programmes and support mechanisms to help prevent ill health, and support the
employee to remain in work or return to work without any further detriment to their health.
7
2. The Assessor
We recognise that it is fundamental to have an approved and monitored assessment scheme which
will ensure that Assessors are all working to a national standard.
Our assessment scheme sets clear goals, operates to common standards and provides a framework
for consistency. There is a continuous need to maintain and improve high standards in assessments.
As an assessor you are the guardian of the Workplace Wellbeing Charter, its reputation, brand and
position in the market place. The value of the Workplace Wellbeing Charter lies in a robust, evidence
based, fair, consistent and transparent assessment process.
Assessors must be independent and impartial, and guided only by the evidence seen, tours of the
site and engagement with staff during the assessment process. The results of assessments must not
be influenced by existing client relationships or monetary / income considerations.
2.1 Qualities of the Assessor
1. Experience over a period of time working with businesses and understanding their needs.
2. Knowledge of the Workplace Wellbeing Charter.
3. The ability to review the Workplace Wellbeing Charter through the eyes of an assessor as
well as through the eyes of the business.
4. Objectively evaluate a business against the Workplace Wellbeing Charter standards.
5. The ability to identify strengths and weaknesses and prioritise development areas; allowing
businesses to continually improve.
6. The ability to provide constructive feedback to businesses.
7. The ability to recommend a solution and/or offer an option to any perceived shortcoming.
8. Ability to motivate businesses whist offering advice.
9. Ability to collate information to conduct a short debrief immediately after an assessment.
8
2.2 Education, knowledge and skills
Assessors of The Workplace Wellbeing Charter are expected to have the following knowledge and
abilities:
Training, educational attainment and formal qualifications in areas such as:
o Public Health; nutrition, exercise or Health champions (University degree, Royal
Society for Public Health awards etc)
o Health & Safety and Occupational Health (NEBOSH Cert, CIEH, IOSH etc)
Knowledge of workplace health issues and interventions
Knowledge of health and safety legislation
Able to promote the Health Work and Wellbeing (HWWB) agenda with a range of
organisations
Able to engage employers, employees, trade unions, and partner organisations in the
HWWB agenda
Excellent communication and interpersonal skills
Awareness of the need to refer and liaise with colleagues and outside agencies when
appropriate
Committed to improving safety and health in a range of workplace settings
Committed to operating in a professional, credible and open manner
Excellent organisational skills
Excellent interpersonal skills
9
3 The accreditation process and assessor principles
The Workplace Wellbeing Charter focuses on three key aspects:
Leadership
Culture
Communication
Each element has a number of standards that will be considered when assessing the workplace
practice. Each aspect is seen as a fundamental part of any wellbeing strategy and as such requires
the organisation to ensure that their management system takes each into account.
The Assessor will be responsible for assessing how the workplace is meeting the criteria, and for
those companies meeting the required standards, recommending the Charter award at the
appropriate levels.
Applications for the award will be made by a named key person within the organisation after
consultation with the Assessor. The named key person will be responsible for collating documentary
evidence to support each component.
Evidence based practice has indicated that it takes a period of time to effectively establish the
infrastructure that will fully engage employees in adopting behaviour or lifestyle changes. It is
therefore envisaged that participants in the award will only be awarded at the levels that mirror the
organisation current status.
10
3.1 Pre-assessment
When an organisation applies for the Workplace Wellbeing Charter there is a requirement for the
organisation to complete the following:
Self assessment
The organisation is required to establish where they believe the organisation lies for each topic of
the Workplace Wellbeing charter. This involves looking through each standard and marking down
whether they believe they fully meet, partially meet or don’t meet each standard. This can be done
using the self assessment tool found on www.wellbeingcharter.org.uk.
An assessment of the health needs of the employees
It is a requirement that the health & wellbeing needs of the employees are considered. For small
businesses this may take the form of focus groups or informal discussions with staff, or the inclusion
of health & wellbeing in team meetings or ‘keep in touch’ type meetings. However, medium and
larger employers should carry out a staff survey that includes specific question sets covering health,
safety and & wellbeing. This is also the first item in the first standard of Leadership “The organisation
has assessed its needs and priorities around health and work”.
Application form
An application form should be completed and signed by senior management within the organisation
to demonstrate the company or management commitment to supporting employees. This should
include the collection of base line absence & management data, giving an indication of current
status and that can be used to measure impact year on year. See appendix 1 – Client information
and baseline data collection.
11
3.2 The assessment process
The assessment process itself involves three stages:
1. Review of evidence
2. Interviewing key employees
3. Tour of main sites
3.2.1 Review of evidence
The assessor has to judge all assessment evidence against the performance criteria, scope and
knowledge indicators in each element. All evidence must be:
VALID Meets the specifications for the element.
AUTHENTIC Can be proven to have been fully implemented into the business.
CURRENT Is up to date and relevant and the business is able to demonstrate this.
SUFFICIENT There is good enough evidence to prove that the organisation fulfils the relevant
standard.
RELIABLE The outcomes of the assessment should be the same if carried out more than once
by the same or different assessors, with access to the same evidence.
When reviewing the evidence the assessor is required to use their judgement and knowledge to
determine whether the individual standards are adhered to. As the assessor you are responsible for
ensuring that an organisation complies with the set standards and that they are embedded into the
culture of the organisation.
If the organisation has a number of different departments or multiple sites; evidence gathered must
be from each department or site. As such, some organisations can apply for the Workplace
Wellbeing Charter as a department or separate site; if it can be proven that they run independently.
(see large and multi site organisations.)
12
Each standard is seen as part of a strategy and as such each organisation needs to prove that the
evidence gathered has been actively cascaded to all employees.
3.2.2 Recording the assessment decision
The Assessor uses a Workplace Wellbeing Charter assessment document to record the evidence
presented and to complete the standards that the organisation adheres to. The Assessor must also
explain to the client that they may be subjected to quality assurance; in which case they must have
their file of evidence available.
All assessment reports clearly show the achieved performance criteria, scope and knowledge
indicators.
All assessment documentation is to be signed by both Assessor and business.
All relevant evidence to be noted.
3.2.3 Interviews of key employees
When the evidence has been reviewed and the Workplace Wellbeing assessment document has
been completed: key employees need to be interviewed. This is to establish whether the employees
are aware of the evidence presented as part of the award.
Interviewing of employees is the most important aspect of the accreditation process as this
establishes whether the Workplace Wellbeing Strategy is fully integrated into the organisations
culture.
The selection criteria for interviewees MUST be determined by the assessor. The interviewees must
be chosen from a wide range of different job levels, for example:
Senior management
Managers
Employees
Auxiliary
13
Senior Union representatives from all recognised trade unions
Employee representatives
Health and safety Advisor
The number of interviews carried out is determined by the size of the organisation and the number
of sites it has.
Number of employees Minimum number of interviews required
1-10 employees 2 including the Local Workplace Health Lead
10 – 20 employees 4 including the Local Workplace Health Lead
21 – 50 employees 8 including the Local Workplace Health Lead
51- 100 employees 10 including the Local Workplace Health Lead
101 - 150 employees 15 including the Local Workplace Health Lead
151 – 200 employees 20 including the Local Workplace Health Lead
201 – 249 employees 25 including the Local Workplace Health Lead
250 + employees 30 including the Local Workplace Health Lead
For organisations with multiple sites, there must be a cross section of employees interviewed from
each site, if feasible.
If an assessor feels that they require further interviews to justify an award; they can request further
interviews.
The interview questions need to be consistent with the Wellbeing Charter standards and as such it is
imperative that the assessor explains that the interviews are not a forum for employees to air their
concerns; as such the questioning is based on establishing whether the organisation has fulfilled
their commitment to their employees.
The interviews main aims are to:
Establish that employees are aware of wellbeing policies and support.
Establish that Managers are aware of how to help their subordinates, bring to their attention
wellbeing policies and signpost employees to get support.
Complement the evidence produced by the business and to fulfil certain Workplace
Wellbeing Charter Standards.
14
3.2.4 Suggested interview questions
Leadership Employee Additional questions for a Manager
Have you participated in the company survey? If not, Why?
Do you know how to access the company policies? How?
Do you feel appreciated in your role?
Have you ever been thanked for your work?
Do you participate in team meetings?
Do you meet regularly with your manager?
Have you had an appraisal in the last year?
Have any major changes occurred recently to the organisation that affects you? Were you informed appropriately?
How often do you meet with your employees?
Do you carry out appraisals?
How often do you speak to your staff?
Do you recognise and reward good work?
Have you received management training? What type of management training? Does it include difficult conversations, resolving disputes, mediation etc?
Is there an opportunity to develop skills and progress in the organisation?
Absence Management
Employee Additional questions for a Manager
Are you aware that the organisation has an attendance management policy?
Are you aware as to how the policy affects you? i.e are you aware of the absence trigger points.
Do you know how to access the absence policy
Have you been off work? What support was given to you? How did you feel?
Have you had a return to work interview conducted whenever you have been off?
Do you monitor employee absences?
Do you carry out return to work interviews for all absences
Have you implemented reasonable adjustments or do you know how to implement reasonable adjustments?
Have you attended Absence Management training?
Health and safety
Employee Additional questions for a Manager
Do you know who to contact if you have a health and safety issue?
Do you know how to access health and safety documentation relevant to you?
Did you have induction training when you first started? Was health and safety included?
Are you aware of the main risks to you?
Do you have access to health and safety information?
Do you know what your health and safety responsibilities are?
What systems are in place to identify health and safety issues?
Have you had any specific health and safety management training?
How do you inform your staff about health and safety issues?
Who carries out health and safety inspections?
15
Health and safety
Employee
What are your responsibilities regarding health and safety in the workplace?
Have you had any other health and safety training?
How do you raise any health and safety issues?
Is health and safety on the team meeting agenda?
Do you feel safe in work?
Mental health Employee Additional questions for a Manager
Have you seen any information regarding mental health and its affects?
Do you know where to access mental health information?
Do you have a contract that explains your legal entitlements?
Have you attended any mental health awareness training?
Would you be confident enough to ask for support if you felt stressed?
Are you consulted with if changes to your work occur?
Do you give opportunities for staff to approach you with any mental health concerns?
Do you carry out stress risk assessments?
What would you do if staff came to you with mental health issues?
Are you aware of the HSE management standards approach to stress?
Have you attended Mental Health Management training?
Smoking Employee Additional questions for a Manager
Are you aware of the smoking policy within your organisation?
What are the company rules regarding E-Cigarettes?
Where are employees allowed to smoke? Do you have specific shelters?
Are you aware of support available to stop smoking?
Have you been given support to quit?
Have you been given time off to attend smoking cessation?
Do you allow staff to have smoking breaks?
Do you allow staff time off to attend smoking cessation services?
16
Physical activity
Employee Additional questions for a Manager
Have you seen the organisations physical policy statement?
Does the organisation promote physical activity? What types does it promote?
Do you know where to access exercise information?
Do you take the minimum legally required number of breaks?
Does the organisation support employees who want to be physically active? i.e remove barriers that restrict you from participating?
Are you aware of the cycle to work scheme?
Have you received any Physical Activity awareness training that promotes good health?
Are there shower/changing room facilities available?
Do you encourage staff to move away from their desks during breaks?
How do you promote physical activity in your workplace?
Healthy eating
Employee Additional questions for a Manager
Have you seen the organisations healthy eating statement?
Does your employer provide healthy eating options?
Is water accessible?
Do you eat at your desk?
Do you use the kitchen? Is it clean and tidy?
Do you have access to healthier options, such as fruit?
Have you attended any healthy eating awareness courses?
Do you use the canteen or bring in your own food? What types of food do you eat?
What do you know about healthy eating?
Do you encourage staff to eat away from their desk?
When procuring food, do you ensure that healthy options are available?
17
Alcohol and substance misuse
Employee Additional questions for a Manager
Are you aware of the company alcohol policy?
Do you know what the rules are regarding alcohol in the workplace
Do you know where to go if you or a colleague had an alcohol problem
Are you aware of the codes of conduct expected during work arranged social events or business functions?
Have you attended alcohol awareness training?
Do you know what the rules are regarding alcohol in the workplace?
Would you know how to identify whether someone has an alcohol problem?
What would you do if you do identify a staff member who has an alcohol problem?
Have you attended alcohol management training?
The Interviews can be conducted either on an individual basis or as a group. However, where
possible individual interviews should be carried out; as it can be more relaxed and allow employees
to be more open and honest.
If a working group is to be used; then it is essential that the group dynamic is appropriate. When
setting up a working interview group it is necessary to ensure that employees are at the same level
and that normal practice is adhered to. For example ensuring there is no suggestion or indication of
conflict between group members or their areas of work, there is a clear understanding for all of the
purpose of the group and that outcomes are viewed collectively and individuals are not named.
The interview process can also be a combination of both individual and group interviews.
The interviews are an important element of the accreditation process. It provides the evidence that
what the organisation is saying is being delivered to the employees. If there are discrepancies in the
interviews from what the organisation is presenting; then you can request to interview further
employees. If there are still discrepancies then the organisation cannot achieve that standard.
18
3.2.5 Tour of sites
The tour of the sites is an essential aspect of the accreditation process as it allows the assessor to
observe the environment in its natural state. The purpose of the tour is to identify supporting
evidence that can verify the organisations application to be awarded the Workplace Wellbeing
Charter.
The site tours are not conducted as a formal inspection, but rather as an opportunity to allow the
organisation to promote its wellbeing strategy to the assessor. In an average small business a site
tour may only take a few minutes, and even in a larger building the site tour is expected to be less
than 30 minutes. The Assessor will be also be expected to be observing as they walk through
conducting staff interviews.
As an assessor the things you would be looking for would include:
Leadership:
Notice boards display relevant and up to date information
Identification of any health themes or campaigns being conducted
Information regarding support available to employees with health issues
Absence Management:
Evidence of reasonable adjustments that aid employees
Evidence of campaigns to reduce absence
Health and safety:
Health and Safety notice board’s that are up to date and not cluttered
The health and safety law poster is displayed
Water is available
Washing facilities are clean
Toilets are clean and accessible to everyone
19
Mental Health:
Information is available on the notice boards regarding Mental Health and its aim is to
reduce the stigma
Smoking and tobacco:
Smoking signs at the front entrances
Smoking signs in vehicles
Observations as to where people are smoking
Smoking shelter locations
Physical activity:
Evidence that showers and changing areas are clean and comply with basic cleanliness
Evidence on notice boards that physical activity opportunities are promoted
Healthy eating:
Evidence that food areas/eating areas are clean and comply with basic food hygiene
standards
Identification of vending machines and its contents
Healthy food that is available
Alcohol:
Information is available about alcohol and its effects
20
3.2.6 Estimated Times for assessment
Below is generic guidance concerning time taken to complete an assessment. These are only rough
guides and assessors should us their experience and knowledge of the client before making any
commitments to clients. Travel times have not been included.
Number of
employees
Level Example requirements of
assessment
Estimated time to complete
Breakdown Total
1-10
employees
Commitment Review of evidence
Interview 1 manager and 2
employees
Tour of site
0.5 hours
1 hour
0.5hours
2 hours
Achievement Review of evidence
Interview 1 manager and 2
employees
Tour of site
1.5 hours
1 hour
0.5hours
3 hours
Excellence Review of evidence
Interview 1 manager and 2
employees
Tour of site
3 hours
1 hour
0.5hours
4.5 hours
10 – 20
employees
Commitment Review of evidence
Interview 1 manager and 3
employees
Tour of site
1 hour
1.5 hours
0.5 hours
3 hours
Achievement Review of evidence
Interview 1 manager and 3
employees
Tour of site
2 hours
1.5 hours
0.5 hours
4 hours
Excellence Review of evidence
Interview 1 manager and 3
employees
Tour of site
3 hours
1.5 hours
0.5 hours
5 hours
21
Number of
employees
Level Requirements Estimated time to complete
Breakdown Breakdown
21 – 50
employees
Commitment Review of evidence
Interview 2 managers and 6
employees
Tour of site
1.5 hours
2.5 hours
0.5 hours
4.5 hours
Achievement Review of evidence
Interview 2 managers and 6
employees
Tour of site
2 hours
2.5 hours
0.5 hours
5 hours
Excellence Review of evidence
Interview 2 managers and 6
employees
Tour of site
3 hours
2.5 hours
0.5 hours
6 hours
51- 100
employees
Commitment Review of evidence
Interview 3 managers and 7
employees
Tour of site
2 hours
3.5 hours
0.5 hours
6 hours
Achievement Review of evidence
Interview 3 managers and 7
employees
Tour of site
3 hours
3.5 hours
0.5 hours
7 hours
Excellence Review of evidence
Interview 3 manager and 7
employees
Tour of site
4 hours
3.5 hours
0.5 hours
8 hours
22
Number of
employees
Level Requirements Estimated time to complete
Breakdown Breakdown
101 - 150
employees
Commitment Review of evidence
Interview 4 managers and
11 employees
Tour of site
2 hours
5 hours
0.5 hours
7.5 hours
Achievement Review of evidence
Interview 4 managers and
11 employees
Tour of site
3 hours
5 hours
0.5 hours
8.5 hours
Excellence Review of evidence
Interview 4 managers and
11 employees
Tour of site
4 hours
5 hours
0.5 hours
9.5 hours
151 – 200
employees
Commitment Review of evidence
Interview 5 managers and
15 employees
Tour of site
2 hours
7 hours
0.5 hours
9.5 hours
Achievement Review of evidence
Interview 5 managers and
15 employees
Tour of site
3 hours
7 hours
0.5 hours
10.5 hours
Excellence Review of evidence
Interview 5 managers and
15 employees
Tour of site
4 hours
7 hours
0.5 hours
11.5 hours
23
Number of
employees
Level Requirements Estimated time to complete
Breakdown Breakdown
201 – 249
employees
Commitment Review of evidence
Interview 6 managers and
19 employees
Tour of site
2 hours
8.5 hours
0.5 hours
11 hours
Achievement Review of evidence
Interview 6 managers and
19 employees
Tour of site
3 hours
8.5 hours
0.5 hours
12 hours
Excellence Review of evidence
Interview 6 managers and
19 employees
Tour of site
4 hours
8.5 hours
0.5 hours
13 hours
250 +
employees
Commitment Review of evidence
Interview 7 managers and
23 employees
Tour of site
2 hours
10 hours
0.5 hours
12.5 hours
Achievement Review of evidence
Interview 7 managers and
23 employees
Tour of site
3 hours
10 hours
0.5 hours
13.5 Hours
Excellence Review of evidence
Interview 7 managers and
23 employees
Tour of site
4 hours
10 hours
0.5 hours
14.5 Hours
24
Example of a multi site business
JD Health Ltd is a large private health group. They employ 185 employees based over 5 sites in one
city. These include a headquarters and 4 clinics. They are aiming for Excellence in all areas.
The Headquarters has 47 employees
Clinic A has 21 employees
Clinic B has 54 employees
Clinic C has 36 employees
Clinic D has 27 employees
To assess the whole company would require classing each site as a separate business; however we
would only be required to look at the corporate policies once. The breakdown of time would be as
follows:
The headquarters
Excellence Review of evidence
Tour of site
Interview 5 managers and 15
employees
Across all sites.
(1 manager and 3 employees per site)
3 hours
0.5 hours
7 hours
10.5 hours
Clinic A
Excellence Review of health topic evidence
Tour of site
1 hour
0.5 hours
1.5 hours
Clinic B
Excellence Review of health topic evidence
Tour of site
1 hour
0.5 hours
1.5 hours
Clinic C
Excellence Review of health topic evidence
Tour of site
1 hours
0.5 hours
1.5 hours
Clinic D
Excellence Review of health topic evidence
Tour of site
1 hours
0.5 hours
1.5 hours
Total hours 16.5 hours
25
3.3 Post assessment
Once an organisation has been successfully assessed; a post assessment report is completed by the
Assessor. This post assessment report is an overview as to how the organisation participated in and
achieved the Workplace Wellbeing Charter. The post report is expected to be no more than two
sides of A4, and should summarise the following;
the levels in each area that the organisation aimed for
the levels in each area that the organisation achieved
a summary of what the organisation did to achieve the levels in each area
the number of employees interviewed
a summary as to what the employees stated on the interviews.
recommendations for action where the organisation has failed to meet expectations.
A letter of congratulations is sent to the Lead Person in the organisation with the Workplace
Wellbeing Charter certificate. Workplace Wellbeing Charter logo’s are also sent to the organisation
to allow them to promote their achievement.
Once confirmed the organisation is then placed on the national register via
www.wellbeingcharter.org.uk
3.4 Providing support and conflict of interest
Assessors must ensure that if they provide any significant external assistance* to an
organisation/business then they can only accredit at commitment level. Areas where a business aims
to achieve a level higher than Commitment MUST be completed by an INDEPENDENT ASSESSOR. For
example:
Business XYZ aims to get the following levels:
Leadership Achievement
Health and Safety Achievement
Attendance Management Commitment
Mental Health Commitment
Smoking Commitment
Physical Activity Commitment
26
Healthy eating Achievement
Alcohol Achievement
In the example the Assessor, can assess Attendance Management, Mental Health, Smoking and
Physical Activity; however the rest of the standards would have to be assessed by an independent
Assessor.
*Significant External Assistance is deemed as Policies, Procedures and/or Systems of work developed
or implemented by the consultant.
27
4 Large and multi site organisations
Providers must ensure that if any formal award is given that they are totally satisfied that the
investments evidenced in health, safety & wellbeing of the client’s employees are consistently felt by
all employees in all locations across the business.
When providers are approached by larger organisations that have a number of business units or
branches, consideration must be given to treating each business unit as a separate accreditation, for
which business unit specific evidence will be required.
In these cases providers should ask the following set of questions to establish whether they are to be
classed as multiple or single accreditations:
1. Does the Manager, or management team, of the business unit have decision making
authority concerning the implementation of health, safety and wellbeing activities?
a. Do they have access and autonomy over any budget?
b. Are they solely responsible for the provision of food to staff members?
2. Does the business unit have significantly different working cultures, management style or
shift patterns?
3. Does the business unit operate in different markets with different products, and potentially
under a different brand?
4. Do they operate at different geographical locations?
If the answer is ‘YES’ to two or more of the questions above then it is likely that the provider will
have to treat each business unit as a separate accreditation.
When working with larger multi site clients the following process has been found to be both
effective and efficient:
Work with one business unit and support them through the process from the start through to
accreditation. During this first stage Assessors should identify companywide policies and procedures;
evidence that does not need to be seen again at very subsequent assessment process, ensuring a
smooth and efficient process for the client.
28
Providers may also work with the client to develop an internal ‘Champion’. This champion is
someone who then has experience of the process and a working knowledge of the evidence
required to fulfil the Charter standards. The champion then offers support to colleagues in other
business units to help them prepare for the assessment, reducing the ‘pre assessment’ support
required from providers.
A plan for accreditation of all other sites and/or business units can then be developed and
implemented.
4.1 The role of the lead provider
The lead provider is the provider organisation that first engages with the client. In many cases, it will
be the head office of the client organisation that engages first; however this may not always be the
case.
If the client expresses an interest in accrediting the whole organisation, which would involve either
separate accreditations or several site visits outside of the provider’s normal area of operation, we
would ask that the following process is followed:
Gain basic information about the organisation and management structure of the client
organisation, for example:
o Number of main sites, exact location, number of staff and job roles at each site
o Management structure, autonomy of health & wellbeing (see guidance above)
Based on the guidance above, agree a pragmatic breakdown of the business and a plan for
accreditation
Use the website wellbeingcharter.org.uk to search for funded providers in the areas of the
sites that fall outside of the lead provider’s normal area of operation
For sites or business units that do not fall into an area covered by a funded programme, see
below ‘non funded areas’
Make initial contact with the provider(s) to discuss local accreditation process and the plan
for the client in question, ensuring a smoother client journey
29
Keep the other providers informed, through an agreed arrangement, particularly at the early
stages, of the process and the evidence collected and results of staff engagement, with a
focus on any company wide policies and evidence to ensure the other assessments are as
efficient as possible.
After all the site visits and evidence is collected by all providers, the lead provider can issue
the relevant companywide accreditation, along with the other local providers involved.
Lead providers are not being asked to do more than a couple of hours extra work to vastly improve
the client’s experience and journey through the process. The one thing that joins all of the providers
of the Workplace Wellbeing Charter together is the drive to get more employers to invest in the
health & wellbeing of their employees, and an understanding that the Charter is a great tool to do
just that. With a little cross boundary co-operation we can all benefit from more and more
employers wanting to engage with Charter programmes.
30
5 Reaccreditation
The Workplace Wellbeing Charter expires after 2 years. If an organisation decides to be reaccredited
then the organisation must go through the same Workplace Wellbeing Charter process as before;
however the organisation can only submit evidence that is less than 2 years old, i.e not include
evidence collated prior to the original accreditation.
In order to achieve the Workplace Wellbeing Charter, the Organisation must prove that they have at
least maintained the original levels they previously achieved.
6 Appeals Procedure
It is a condition of those delivering the Workplace Wellbeing Charter that all centres must ensure
that there is an appeals procedure available to all learners.
If a business appeals against the result of an assessment, the Assessor should try to resolve the
problem in the first instance. The business can then request that an independent assessor re-assess
their application.
If the problem cannot be satisfactorily resolved, the External Verifier should be approached to offer
independent advice. All appeals must be clearly documented and made available to the External
Verifier.
31
7 Non-funded areas
There are areas of England that currently do not have funded programmes in place to support and
accredit potential Charter clients. PHE will be working to encourage more stakeholders to fund
programmes and engage with the new national product and the support that is now available to
new providers (product, brand, website, network etc). We already have a number of Local
Authorities ready to join the existing network of providers.
In the meantime it has been agreed that existing providers who are either Local Authority teams, or
social enterprises commissioned by Local Authorities, can deliver Charter accreditation services
outside of their normal area of operation, in areas where there is no funded alternative, and charge
fees to cover the cost of delivery. If a provider does not wish to do this, they can find providers who
will, and pass the client onto them.
In line with the accreditation process the following fee structure is to be followed:
A small–medium sized client, based on one main site, the basic accreditation process would be:
A site visit with a tour of the workplace to see workplace wellbeing programmes in action
(posters, Health & Safety signage, smoking signs etc)
A full review of all evidence collated in the evidence portfolio (which can be electronic rather
than paper based)
Engagement with a good selection of staff to discuss their experience of health, safety and
well-being in the organisation
Production of an assessment summary report, issue certificate and place on the national
register of award holders
For this process a fee of £750 ex VAT can be charged.
If further site visits are required then for each day spent a fee of £500 ex VAT can be charged.
Travel and other expenses can be charged, but in all cases must be agreed with the client in advance.
32
8 The Workplace Wellbeing Charter standards assessor criteria
In order to ensure that the Workplace Wellbeing Charter is delivered and assessed consistently;
assessor criteria have been developed. The assessor criteria sets out a series of questions and
statements that the Assessor should be asking to the organisation to enable them to be certain that
the organisation is complying with the Workplace Wellbeing Charter.
Leadership
Standard Assessor criteria
Co
mm
itm
en
t
The organisation has assessed its needs and priorities around health and work.
How has the organisation assessed its needs and priorities around health and work? Survey, board meeting
minutes, team meeting minutes.
If a Health and Wellbeing Survey has been used, how has the organisation used its own survey information?
How has this information been used to target activity e.g. events and campaigns or offer support in priority areas?
If no assessment has taken place, then offer a Health and Wellbeing Survey.
How has the organisation communicated the purpose of the survey to staff in order to ensure maximum response?
How has the organisation undertaken the Health Needs Assessment Survey provided by the local co-ordinator?
How do you consult with all staff, including non-union members, on health and wellbeing/health and safety issues?
Management can demonstrate the process for ongoing consultation and communication with staff on relevant workplace health issues. (Where there is a recognised Trade Union, this should be through an appropriate agreement with them.)
Is there a formal Health and Wellbeing /Health and Safety Committee? Provide evidence of membership.
Explain how health is a regular item at staff and/or senior management meetings? (provide minutes or agenda
items)
Give examples of how issues raised by staff have been addressed?
How are issues cascaded to the workforce?
How is relevant new legislation discussed and communicated?
Do the Board of Trustees and/or Senior Management have health, safety and wellbeing on their agenda?
Senior Management encourage a consistent and positive approach to employee well-being throughout the organisation.
Does the organisation have somebody appointed who is responsible for wellbeing?
Can employees access the Senior Management?
Are the board members/senior management accessible to employees?
34
Standard Assessor criteria
Co
mm
itm
en
t
The organisation is aware of its responsibilities under the Equality Act 2010 and other equality legislation is known and adhered to.
Does the organisation have a policy regarding equality and diversity?
Are employees aware of the equality and diversity policy and what its aims are?
Is the policy reviewed periodically?
Has the organisation implemented dignity at work/code of conduct policies?
There is an effective communication policy in place.
Does the organisation have an effective communication policy/procedure in place?
What communication formats are used by the organisation?
Is communication effective around the organisation?
Has the organisation implemented dignity at work/code of conduct policies?
An effective policy and procedure to tackle bullying and harassment has been implemented.
Does the organisation have a policy/procedure regarding bullying and harassment?
Are employees aware of the bullying and harassment policy and what its aims are?
Is the policy reviewed periodically?
Flexible working practices and family friendly policies are in place.
Does the organisation have flexible working practices and family friendly policies/procedures in place?
Does the organisation actively promote these policies to employees, through their line managers when applicable?
Is there evidence of this approach?
Are employees aware of these policies?
An effective policy is in place for whistle-blowing.
Does the organisation have a policy/procedure regarding whistle-blowing?
Are employees aware of the whistle-blowing policy and what its aims are?
Is the policy reviewed periodically?
35
Standard Assessor criteria
Co
mm
itm
en
t
Effective policies are in place to manage disciplinary and grievance procedures.
Does the organisation have a policy regarding disciplinary and grievance?
Are employees aware of the disciplinary and grievance policy and what its aims are?
Is the policy reviewed periodically?
Ach
ieve
me
nt
A system is in place that recognises and rewards good work.
How does the organisation acknowledge good work from employees?
Is there an appraisal process in place?
Does the appraisal process identify and reward good work? If so, how?
Do Managers have protected time to meet their employees?
Managers understand the main issues that impact on the health and well-being of their team.
What are the main issues that impact on the health and wellbeing of the team?
How has the organisation established this? Is it through absence rates and causes, wellbeing meetings, team
meetings etc?
Do you give opportunities to discuss work life issues?
Line managers have relevant leadership and management training.
What management training have the line managers completed?
Is a course content/agenda available? Does it include leadership coaching, interpersonal skills etc.
36
Standard Assessor criteria
Exce
llen
ce
Line managers demonstrate regular joint working and shared decision making with employees and empower employees to work in an independent way.
Does the organisation regularly meet with its employees?
Does the organisation delegate actions to different employees at different levels?
Do employees have control over how they carry out their work?
Line Managers have training in how to have difficult conversations, developing people skills and resolving disputes.
Have line managers participated in conflict resolution/mediation training?
Have line managers participated in training that helps them develop their teams?
Employees are offered learning and development opportunities to maximise their potential.
Do appraisals take place?
Does the appraisal system offer employees opportunities for development and promotion?
Is there a training and development plan in place for all employees to identify their skills gaps?
Is training available to all employees?
Evidence of managing organisational development and change appropriately.
Have managers had training in dealing with organisational development and change?
How do you deal with changes to the organisation?
Are employees consulted appropriately?
Is support and guidance provided to help employees adjust to change?
Is employment advice, CV writing, additional training given to those whose jobs are at risk?
The organisation has a health, work and well-being strategy in place with a detailed action plan.
Does the organisation have a health, work and wellbeing strategy in place with an appropriate action plan?
Does the strategy take into account work life balance and wellbeing?
The strategy where applicable delegates responsibilities to specific individuals.
The actions where applicable have time frames.
37
Absence Management
Standard Assessor criteria
Co
mm
itm
en
t
A clear attendance management policy is in place and procedures are known to staff.
Does the attendance policy explain the procedures required when dealing with absences?
Are employer expectations defined?
Contact is maintained with absent employees to provide support and aid return to work.
Do the managers maintain contact with those who are absent?
Is it specified in the policy?
What is the purpose of contacting the absent employee?
Documented return to work procedures are in place and followed.
Does the organisation speak to employees after they have been absent?
Does the organisation have return to work procedures in place?
Does the organisation document return to work meetings?
Return to work interviews are conducted and recorded with concerns /appropriate support recorded and provided.
Does the organisation carry out return to work interviews after every absence?
Is a standard return to work template available?
Has the organisation provided a completed return to work form?
Does the return to work form identify suitable support and adjustments required?
Specific risk assessments for individuals are conducted and take into account a person's health status.
Does the organisation carry out individual risk assessments with the purpose of identifying reasonable adjustments
in the workplace?
Are individual risk assessments available?
38
Standard Assessor criteria
Co
mm
itm
en
t
Reasonable adjustments are available to employees in line with recommendations made in a Statement of Fitness for Work.
Does the absence management procedure detail and explain the requirement for reasonable adjustments?
Are the managers aware that reasonable adjustments are available?
Is there evidence that reasonable adjustments have been implemented previously?
Does the organisation provide support and guidance to those with additional needs?
Are employees aware as to what support is available for those who have additional needs?
Ach
ieve
me
nt
Absence rates and causes are collected and monitored.
Does each department record absence rates and the causes of those absences?
How does the organisation calculate absence rates? Bradford Factor, lost time rates etc
Interventions are undertaken where patterns indicate trends of absence.
How often are the absence rates monitored?
Has the organisation analysed the absence data to establish trends?
Has the organisation implemented any interventions based on the data to combat absence management?
What interventions?
Managers have participated attendance management training.
Have line managers participated in attendance management training?
Exce
llen
ce
Absence trends are monitored across the organisation and specific programs are designed and implemented to address the issues identified to prevent further absence.
Does the organisation collect all absence management data from every department to establish an overall absence
rate?
Has the organisation introduced specific programs to address identified issues? Physiotherapy, ergonomic
assessments for Musculoskeletal Disorders (MSD’s), stress management training for work related stress,
39
Standard Assessor criteria
Exce
llen
ce
The organisation’s return to work policies are designed to support sustainable rehabilitation and early return to work with adjustments made to accommodate this when necessary.
Does the organisation’s return to work policies signpost employees to a range of rehabilitation techniques to
support them?
Do the return to work policies place timeframes on the recommended controls?
Does the organisation have evidence of return to work documents. These should include specific timeframes to
show encouragement to return to work at earliest opportunity without detriment to health?
The organisation has a proactive system in place to support staff on long term sick to return to work and will raise awareness of and support staff with long term conditions.
The organisation’s absence management policy details procedures regarding long term illness?
Are the managers aware of the support the organisation can offer for those diagnosed with long term conditions?
What support is available?
Can the organisation demonstrate this on a practical/true life basis?
40
Health and Safety
Standard Assessor criteria
Co
mm
itm
en
t
Demonstrate an awareness of legal obligations in relation to health and safety.
Does the organisation have a working health and safety policy?
Is the policy signed by the most senior person?
Is the health and safety policy dated and reviewed on a regular basis?
Does the health and safety policy have three sections: Statement of Intent, Organisation of Health & Safety and
Arrangements of Health & Safety?
Is the health and safety law poster available?
For those who cannot access the law poster, has the employee been given the health and safety law card
downloadable form HSE?
Are employees aware of these policies?
Relevant health and safety policies and procedures are in place to demonstrate compliance with health and safety legislation.
Does the organisation have available other relevant health and safety policies such as lone working, safeguarding,
DSE, driving, work equipment etc?
Are employees aware of these policies?
A risk assessment programme has been implemented and all staff are informed of the workplace risks that affect them and the controls in place.
Does the organisation participate in a planned risk assessment programme?
Are risk assessments available to all employees who they affect?
Are the risk assessments dated, signed and have a review date?
41
Standard Assessor criteria
Co
mm
itm
en
t
The workplace environment is conducive to health and employee welfare should be addressed – drinking water, washing facilities, clean toilets, eating facilities etc.
What is the internal/external audit / inspection system to check compliance with the workplace regulations? This
should include (where applicable, Maintenance, ventilation, temperature, lighting, cleanliness, space, workstations,
floor traffic routes, falls, falling objects, windows, doors escalators /travelators/lift, clothing ,accommodation &
changing facilities, areas for eating, disabled persons)
What system is in place to report problems or defects? Is there evidence to show that problems are remedied?
Are there any Trades Union inspections undertaken? (where applicable)
Have areas been identified where there may be asbestos containing materials? Describe how the action plan
/register relating to asbestos is maintained?
Describe the employee facilities and the working areas. Is there hot water, soap and towels (or other methods of
drying) available? Is there a suitable supply of drinking water? Where can the employees eat lunch, take breaks?
Health and safety training has been given to all staff.
Have all employees participated in health and safety training during their induction?
Have the employees participated in health and safety training specific to their roles?
Is the health and safety training recorded?
Ach
ieve
me
nt
Systems are in place for staff to raise and resolve health and safety issues.
How does an employee raise a health and safety issue?
Are the health and safety issues raised; recorded appropriately?
Who is the person responsible for health and safety? Do they understand their role?
Are health and safety issues raised, reported back to the employees?
42
Standard Assessor criteria
Ach
ieve
me
nt
All health and safety policies and workplace activities are regularly monitored for new hazards and improvements are made.
Does the organisation partake in health and safety monitoring?
How often does monitoring take place?
Does the organisation record the monitoring?
Are actions created from the monitoring?
Exce
llen
ce
There are identified health and safety representatives (Trade union and/or company representatives)
Does the organisation have nominated health and safety representatives? (Trade union or employer)
Is the organisation aware of the SCSR regulations or the employee consultation regulations?
Have the appointed health and safety representatives been given the appropriate training to allow them to carry
out their duties?
Staff representatives have been involved in the development and/or evaluation of health and safety policies.
Are employees aware of their legal responsibilities under health and safety?
Are employees actively involved in health and safety?
Are employees given specific duties in health and safety?
Are consultation procedures in place?
Do health and safety policies emphasise prevention in their wording?
Is a joint trade union employer policy in place?
43
Standard Assessor criteria
Exce
llen
ce
There is a clear emphasis on prevention of ill health across all health and safety policies.
Does the organisation's policies promote prevention of ill health in the workplace?
Do the policies inform employees on health and safety issues and signpost them to relevant support.
All managers have received health and safety management training.
Have those with specific health and safety duties been given suitable and sufficient training? Risk assessment
training for Risk Assessors, fire warden training for Fire Wardens, first aid for First Aiders?
Have managers been given appropriate health and safety training to aid them in their duties?
Is the training offered; a recognised training course?
Are certificates available?
How often is health and safety training refreshed?
Regular health and safety meetings are held and recorded.
Does the organisation have regular health and safety meetings?
How often do the meetings occur?
Do you have minutes from the last 4 health and safety meetings?
Do you have a set agenda?
What is the makeup of the health and safety meeting?
44
Mental health
Standard Assessor criteria
Co
mm
itm
en
t
Provide information to employees to reduce the stigma around mental ill-health.
Has the organisation demonstrated its commitment to reducing the stigma of mental health?
How have they shown this?
Are employees aware of the meaning of mental health?
Are employees happy to discuss mental health issues with their colleagues, managers etc?
Have managers been given support to help them encourage employees to come forward if they are suffering from
any mental health issues?
Have managers been given information that will support them in identifying issues of concern in their
departments?
Is information available to employees regarding the stigma of mental health? (Time for Change)
Provide information about mental health and well-being, including work-related stress, and additional further information readily available to staff at all levels.
Does the organisation provide information regarding mental health and its effects?
Do employees know how to access information regarding mental health if they need it?
Can employees access the information freely?
The organisation ensures that employees are made aware of their legal entitlements regarding working conditions.
Are employees given written contracts of employment?
Does induction training take place?
Does it include information regarding their legal entitlements: breaks, holidays etc?
Is this information available anywhere else?
45
Standard Assessor criteria
Co
mm
itm
en
t
The organisation has implemented a mental wellbeing policy that follows the principles of the Health and Safety Executives Management Standards for Stress.
Does the organisation have a mental wellbeing policy?
Does it follow the principles of the HSE management standards for stress?
Are employees aware of the mental wellbeing policy?
Does the mental wellbeing policy include support mechanisms?
Do line managers understand what the HSE management standards for stress are?
Ensure employees are aware that mental health and well-being issues are valid and people seeking to address these issues are fully supported by the organisation at all levels.
Is mental wellbeing supported at all levels of the organisation?
Is the mental wellbeing policy signed by the most senior person in the organisation?
Does the organisation have available interventions to help support individuals, such as reasonable adjustments,
flexible working etc?
Has the organisation had to act upon any issues involving mental health? What was the outcome?
Ach
ieve
me
nt
Mental health management training is able to be accessed to help managers identify employees with potential issues.
Have managers attended mental health/stress management/mental wellbeing training?
Is mental health/stress management/ mental wellbeing training available?
The organisation has an individual performance review system in place. This allows employees to comment on work related and personal issues that affect their performance and enables training needs to be identified.
Does the organisation carry out keeping in touch meetings (KIT), to give opportunities for employees to raise
issues?
Is wellbeing on the KIT agenda?
Does the organisation take part in Performance Review and Development (PR&D's) / Appraisals?
Is wellbeing on the appraisal agenda?
Are actions communicated to employees detailing a plan for the year?
46
Standard Assessor criteria
Ach
ieve
me
nt
The organisation has a protocol in place for the use of risk assessments to prevent stress. This is conducted on an individual land organisational level and is regularly reviewed.
Is a stress risk assessment template available?
Is there evidence that individual stress risk assessments have been conducted?
Is there evidence that organisational stress risk assessments have been conducted?
Is there evidence that actions have been completed?
Does the organisation understand what factors exist that can cause stress in each of its department?
Has an organisational stress risk assessment been conducted?
Have any actions been identified?
Education and development opportunities are routinely available to managers and staff to enhance their skills and knowledge around workplace mental health issues.
Does the organisation offer training in dealing with mental health and associated issues?
Does the organisation allow time to attend these courses?
For the training that is available, are course objectives and course content set out?
The organisation provides appropriate avenues of communication to keep staff at all levels informed of changes.
How does the organisation communicate with its employees?
Is the communication conducted at all levels within the organisation?
Are different formats of communication used throughout?
Are meetings recorded at different levels?
Where change has occurred; has the organisation got evidence of how the changes were communicated?
Is there evidence that employees have been consulted during any process of change that affects them?
47
Standard Assessor criteria
Exce
llen
ce
A mental health and well-being strategy/stress prevention strategy is in place and followed. This should highlight the promotion of mental wellbeing to the organisation and address investment in the mental wellbeing of the workforce.
Does the organisation have a mental health and wellbeing strategy in place?
If not, is mental health and wellbeing included in the overall wellbeing strategy?
Does the mental health strategy include commitment to reduce the stigma, how to support individuals, how to
invest in the mental health of the workforce?
What are the proposals for investment in the next year?
Mental health awareness training is available for all employees and it has been delivered to the majority of employees
Has the organisation provided mental health awareness training to the majority of their employees?
Is a course content available?
Does the course, include coping strategies for employees?
Staff consultations/surveys take place that seek information on the mental wellbeing of staff and also covers working conditions, communication, work life balance, cost of living wage, staff support and work related or other causes of stress, with action plans drawn up to address major issues.
Has the organisation conducted mental health surveys for employees?
Does the survey contain specific elements that can affect the mental health of an individual?
Is a copy of the survey available?
Has an action plan been drawn up to address significant issues?
Is the survey/action plan communicated to employees?
The organisation provides a confidential support service in-house or externally to individuals who come forward with a problem.
Does the organisation have access to confidential support to help individuals who come forward?
Is this support internal or external?
Can individuals access this support confidentially without informing their line managers?
48
Standard Assessor criteria
Exce
llen
ce
Ensure organisational and individual change is accompanied by support, information or targeted intervention programmes e.g. retirement, redundancy planning.
Does the organisation have contingency plans in place to deal with organisational change?
Does the plan include how to keep employees informed at the earliest opportunity?
Does the plan include essential support mechanisms that should be offered in the event of organisational change?
Does the organisation provide appropriate information, signposting and training to ensure that the change is managed and to give employees control over decisions they make or have to make?
Social support groups, volunteering and out-of-work activities are actively encouraged and supported by the organisation.
Does the organisation allow employees time off to support volunteer, out of work activities or social support
groups?
Does the organisation allow career breaks were reasonable?
Does the organisation have any special leave policies that support employees who would like to volunteer?
Are out of work activities advertised and promoted by the organisation?
49
Smoking
Standard Assessor criteria
Co
mm
itm
en
t
Management are aware of their duties under smoke-free legislation and are in compliance.
Are 'No Smoking’ signs displayed at the building entrances?
Do company vehicles have 'No Smoking' signs placed in them?
All staff are aware of the smoke-free and tobacco control laws and how they are applied in their workplace.
Do employees understand where they can smoke?
Do employees understand that they cannot smoke in enclosed spaces?
Is there evidence of smoking on site in non-designated areas?
Sources of further information and support to quit smoking are readily available.
Is information regarding the effects of smoke available to employees?
Is information regarding smoking cessation available to employees?
Do employees know where to access smoking cessation services?
A working smoke-free policy is in place and staff are aware of it.
Is a written smoke free policy in operation?
Does the policy include support services available?
Are employees aware of the policy and can they access it freely?
The smoke-free policy extends to all smoking habits including Electronic-cigarettes.
Does the smoke free policy explain the organisations position regarding Electronic cigarettes?
Does the organisation understand the difficulty in policing those using E-Cigarettes if allowed?
Does the organisation treat electronic cigarettes the same as smoking?
50
Standard Assessor criteria
Ach
ieve
me
nt Building managers, reception staff,
ground staff and those operating in communal areas are aware of how to report breaches of the smoke-free policy.
Who is responsible for ensuring that the work site remains smoke-free?
Does the smoke free policy explain how to raise breaches of policy?
Exce
llen
ce
All open areas (outdoor) are clearly signposted as smoke-free and steps are taken to prevent smoking in these areas.
Are all outdoor areas belonging to the organisation clearly signposted as smoke free?
Is there evidence that smoking is allowed on site?
Are designated areas clearly signposted?
Actively promote ‘stop-smoking’ services and allow staff time to attend.
Does the organisation allow employees time off to attend stop-smoking services?
Is this available for the majority of employees where reasonable?
51
Physical activity
Standard Assessor criteria
Co
mm
itm
en
t
A physical activity statement is in place and employees are aware of it.
Is a physical activity policy in place? If not, is physical activity included in the health, safety and wellbeing strategy?
Does the policy/strategy define what physical activity is?
Does it set out strategies to encourage more physical activity?
Information is made available on the benefits of physical activity.
Is information available that promotes the benefits of physical activity?
Is there a range of information available?
In what format is this information available?
Is the information accessible to the majority of employees?
The minimum legally required breaks are taken by all staff.
Does the organisation comply with the Working Time Directive?
Are employees aware of the minimum legal requirement regarding breaks?
What is the organisation's definition of breaks?
Staff are encouraged to take regular breaks.
How are employees encouraged to take regular breaks?
Do employees have breaks away from their desk?
Does the organisation provide alternative areas for breaks?
Do managers encourage their employees to have breaks away from their desk?
52
Standard Assessor criteria
Ach
ieve
me
nt
Physical activity in the workplace is actively encouraged and supported by the physical environment.
Does the organisation promote, encourage and support physical activity in the workplace?
Are signs in place encouraging physical movement, such as signs encouraging using stairs etc?
Does the organisation promote physical activity through travel plans? Encouraging more cycling, walking etc.
Physical activity opportunities in the local area are actively promoted to staff and supported by the organisation.
Does the organisation promote opportunities for physical activity in the local area, such as:
Gyms
Walking lunches
Exercise classes
Sports days and participation events (football, golf etc)
Charity and corporate runs/races
Exce
llen
ce
Opportunities for physical activity linked to the workplace have been investigated and implemented. These activities are sustained over long periods to become embedded in the organisational culture.
The organisation must provide facilities to encourage employees to partake in physical activity, such as:
Showers
Changing rooms
Lockers
Cycle sheds/cycle racks
Does the organisation offer cycle to work schemes?
Does the organisation offer cycling/walking mileage schemes?
Tailored programmes to improve understanding and take-up of physical activity are offered.
Are training sessions detailing the importance of physical activity offered to employees?
Is a course content available of the training?
Are certificates available?
53
Standard Assessor criteria
Exce
llen
ce
The organisation has a travel plan that promotes physically active ways of getting to and from work and travelling between meetings.
Does the organisation have a travel plan?
Does it include physical and active ways of getting to and from work?
Does it include physical and active ways of travelling to meetings?
Has the policy been cascaded to all employees?
54
Healthy eating
Standard Assessor criteria
Co
mm
itm
en
t
A healthy eating statement is in place and employees are aware of it.
Is a healthy eating policy in place? If not, is healthy eating included in the health, safety and wellbeing strategy?
Does the policy/strategy define what healthy eating is and what defines healthier options?
Does it set out strategies to encourage employees to eat more healthily?
Appropriate, acceptable and accessible information on healthy eating is provided.
Is information available that promotes the benefits of healthy eating?
Is there a range of information available?
In what format is this information available?
Is the information accessible by the majority of employees?
All workplaces have access to fresh drinking water.
Is an adequate supply of wholesome drinking water available for all employees?
Is it accessible from suitable places?
Is it clear that the water is safe to drink? i.e. a sign indicating this?
Are a suitable number of cups available?
Any kitchen facilities or beverage areas are in good condition and conform to the highest possible standards and requirements of food hygiene.
Does the organisation provide kitchen facilities?
Are they in good, clean condition?
Do they comply with food hygiene standards?
55
Standard Assessor criteria
Co
mm
itm
en
t Wherever possible, eating facilities that are clean and user friendly are provided away from work areas. Use of these facilities is promoted to enable regular breaks away from the work area.
How are employees encouraged to move away from their work areas to eat?
Does the organisation provide alternative areas for eating?
Do managers encourage their employees to eat away from their desk?
Ach
ieve
me
nt
Any on-site catering facilities provide healthier options that are actively promoted.
Are on-site catering facilities available?
Are healthy options available?
Does the organisation provide food?
How does the organisation promote healthy options?
What is the organisations definition of healthy options?
Do the food items match the definition of the healthy eating policy/strategy?
Are healthier options of snacks available? For example, low fat varieties, baked crisp products etc.
56
Standard Assessor criteria
Exce
llen
ce
A corporate healthy eating food plan, guidelines or similar has been produced in consultation with staff that covers:
- Corporate hospitality - Catering provision - Local sourcing of food
using local providers - Vending/in-house catering
pricing strategy to promote healthy options
- Local healthy food
availability for staff
considered as part of
facilities management.
Does the organisation provide food?
Is a corporate healthy eating food plan in place?
Does it detail what health food is?
Is food pricing considered to encourage healthy eating? Such as subsidised healthy options.
Is this policy reviewed on a regular basis?
Does it have the support of senior management teams?
Tailored programmes to improve understanding and take-up of healthier diets are offered.
Are training sessions detailing the importance of healthy eating offered to employees?
Is a course content available of the training?
Are certificates available?
Internal or external support is on offer for those who wish to lose weight.
Does the organisation offer internal or external support for those wishing to lose weight?
Are informal weight loss clubs available?
Is the provision of support for making lifestyle changes available, such as coaching?
57
Standard Assessor criteria
Exce
llen
ce
Rolling schedule of planned events to promote the importance of healthy eating are in place.
Does the organisation participate in regular campaigns promoting the importance of healthy eating?
Are the employees aware of these campaigns?
When is the next session due to begin?
58
Alcohol and substance misuse
Standard Assessor criteria
Co
mm
itm
en
t
A working Alcohol and Substance Misuse Policy is in place, regarding the use of alcohol and other substances in the workplace, that is clear and consistent.
Does the organisation have a working alcohol policy?
Does the organisation follow the policy?
Are employees aware of the alcohol policy?
Does it outline exemptions such as manager's discretion, business functions etc?
Does the alcohol policy include support mechanisms?
Can employees access the support on a confidential basis?
Are employees aware of the policy and its support?
Employees are provided with information about the effects of alcohol and substance misuse that is appropriate, acceptable and accessible.
Is information available that highlights issues associated with alcohol and drug use?
Are employees aware of the daily and weekly recommended levels for intake of alcohol?
Are employees aware of how to measure their alcohol intake?
Is there a range of information available?
In what format is this information available?
Is the information accessible by the majority of employees?
Alcohol policy includes guidelines on the use of alcohol at business functions.
Does the alcohol policy include guidance on use of alcohol during, business functions, works parties, etc?
Are employees aware of this guideline?
Are employees aware that they are still subject to HR rules outside of the work environment if their behaviour brings the organisation into disrepute?
59
Standard Assessor criteria
Co
mm
itm
en
t Employees are supported in seeking help to treat alcohol or substance misuse issues. This includes providing sources of further information and support that are readily available.
What support mechanisms are available to employees seeking help?
Can they access this in a confidential manner?
Are employees aware of how to access this?
Ach
ieve
me
nt
Organisational code of conduct and behaviour in relation to alcohol and substances has been well established and well publicised.
Is a code of conduct available?
Does the code of conduct include guidance around alcohol use during work functions and the consequences?
New employees are made aware of how to access relevant policies, information and support services at the point of induction.
Is the alcohol policy promoted at induction?
Are the support services available also promoted at the point of induction?
Is an induction checklist available?
Exce
llen
ce
Managers at all levels are aware of the link between alcohol, substance misuse and mental health in the workplace and aware of why staff may be reluctant to come forward with related problems. Managers actively promote the use of external help and rehabilitation when approached.
Does the alcohol policy include reasons as to why employees may be reluctant to disclose their issues?
Does the organisation actively promote external support available when approached?
60
Standard Assessor criteria
Exce
llen
ce
Employees are aware of link between alcohol, substance misuse and mental health in the workplace.
Has information been made available that makes employees aware of the link between alcohol and substance
misuse?
What format has this been in?
Staff representatives from various levels of the organisation are involved in the development or review of the policy which addresses alcohol and other substances.
Were staff representatives involved in the development or review of the alcohol and substance misuse policy?
Is there written evidence of this in team meetings?
Managers have access to information on how to identify the signs of alcohol / substance misuse and are aware of where to obtain support or signpost employees with a problem.
Have managers attended alcohol management training sessions that allow them to understand why individuals use
alcohol and substances?
Is a course content available?
Are certificates available?
Employees have access to alcohol awareness training and it has been delivered to the majority of the employees.
Have employees attended alcohol awareness training?
Is alcohol awareness training available to all employees?
Is a course content of the training attended available?
Are certificates available?
APPLICATION FORM
Statement of Intent
The Health, Safety and Wellbeing of all of our employees is of paramount
importance and our organisation strives to create an environment in which
employees feel valued and supported to maintain good health and wellbeing as part
of an effective work-life balance.
The Workplace Wellbeing Charter provides guidance and support to help us achieve
our aims and the Senior Management Team are fully supportive of the organisation
using these standards to both look after our employees and allow the business to
flourish.
WORKPLACE WELLBEING CHARTER SICKNESS ABSENCE CHECKLIST
Yes/No
Do you have an Absence Management policy?
Does the company have written procedures for absence?
Does the Absence Management procedure take into account Chronic Ill health and long term illness
Does the company monitor absences in the workplace?
What is the current level of sickness absence in your organisation?
Do you record different categories of sickness?
Have managers been trained in dealing with sickness absence?
Is return to work interviews carried out after absence?
What initiatives have been implemented to reduce employee absence? (Please state)
APPENDIX 1
62
YOUR ORGANISATION DETAILS
ORGANISATION NAME
ADDRESS
TELEPHONE NUMBER
NUMBER OF EMPLOYEES
REQUIREMENTS FOR WORKPLACE WELLBEING CHARTER Please identify that you have met the requirements below: Senior Management Agreement Name: Job title: Signature: Date: Details of Workplace Wellbeing Charter Lead Name: Job title: Signature: Date:
63
WORKPLACE WELLBEING CHARTER
POST ASSESSMENT REPORT
For
[Business name]
Prepared by: [Assessor name]
On behalf of: [Provider company]
Report date: [Date of report]
INTRODUCTION
The Workplace Wellbeing Charter is an opportunity for employers to demonstrate their commitment
to the health and well-being of their workforce, whilst providing employers with an easy and clear
guide on how to make workplaces a supportive and productive environment in which employees can
flourish. These standards reflect best practice and are endorsed nationally by Public Health England.
The Charter takes a holistic approach that includes leadership, culture and communication, as well
as health & wellbeing topics such as physical activity, alcohol and mental health. The framework
APPENDIX 2
64
promotes rounded discussions between employer and employees about health, safety and
wellbeing.
METHODOLOGY OF ACCREDITATION
The Workplace Wellbeing Charter accreditation involved three stages:
4. A review of evidence
5. The interviewing of key members of staff
6. Tour of the site
A review of evidence
A meeting was set up on the 21st May 2014 to access all the evidence collated. The evidence
was collated in hard copy format and categorised into the appropriate topics as described by
the Workplace Wellbeing Charter.
The interviewing of key members of staff
Key members of staff were selected by the assessor from a list of employees. As part of the
accreditation, 8 employees were interviewed. These where selected randomly between XYC
company Ltd and the assessor.
Tour of the site
The review of evidence and interviewing was concluded on XYC company Ltd premises.
During this time, observations were noted regarding the culture and attitude of employees
towards wellbeing.
65
LEVELS ACHIEVED
Following the accreditation, XYC Company Ltd was awarded the following levels:
Leadership Achievement
Absence Management Excellence
Health and safety Achievement
Alcohol and substance misuse Excellence
Smoking Excellence
Mental Health Achievement
Healthy eating Excellence
Physical Activity Achievement
STRENGTHS AND AREAS OF GOOD PRACTICE
Many strengths and areas of good practice arose during the course of this accreditation. It was clear
that the organisation had fully integrated policies and procedures and that these had been cascaded
to all employees; indeed evidence showed that employees are engaged at the start of employment
about the ethos of the organisation and the support that is available.
All those interviewed expressed how much they appreciate their job and role. They all spoke highly
of their line management and how well supported they are; but more importantly, how appreciated
they felt. This indicates that XYC Company Ltd values their employees and understands that the
employees are the biggest asset of the organisation. In order to support the employees, XYC
Company Ltd offers a generous benefits package; aimed at alleviating the burden of stress on
employees.
Absence management procedures are in place and from the interviews; it was indicated that their
experiences with absence has been a supportive one. The appropriate procedures are used and all
employees are aware of what is expected of them. The attitude of all employees needs to be
commended. Their appreciation of the support given to them by the organisation is evident and the
support shown by managers to encourage this; shows their commitment to ensure XYC Company
Ltd remains a success.
As we have detailed previously, gaining the Workplace Wellbeing Charter demonstrates how well
you treat and support your staff. The evidence you provided and the interviews that were held; all
provided assurance that XYC Company Ltd is an employer of choice, that is totally committed to
66
investing in employees in order to ensure that XYC Company Ltd remains a successful and happy
place of work.
CONTINUOUS IMPROVEMENT
The organisation has clearly shown its commitment to the wellbeing of its employees; however
there is always the ability to continually improve. It is encouraged that XYC Company Ltd consider
the following recommendations:
A two year Health, Work and Wellbeing action plan to be implemented. This should detail a
strategy as to how to improve the wellbeing of your employees
Managers to be given specific Health and safety management training to enhance their skills
A mental health and wellbeing strategy to be implemented. This should detail investment in
alleviating issues within the workplace
Continue to deliver Health and Wellbeing training courses to all employees.
OUTCOME
Having carried out the accreditation process rigorously and in accordance with the Workplace
Wellbeing Charter assessment criteria; I conclude that, XYC Company Ltd has achieved the
Workplace Wellbeing Charter. Achieving the Workplace Wellbeing Charter shows you are forward
thinking in cascading Wellbeing practices throughout the organisation and that you demonstrate this
commitment.
Your Workplace Wellbeing Charter re-accreditation should take place July 2016
Assessor Signature: Joe Bloggs Date: 25th July 2014