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Developing & Implementing Workplace Resilience
Programmes
Louise Boston, Occupational Health Manager – E.ON
The Impact on Business
It is estimated that 'presenteeism' costs UK businesses £15.1 billion per year
in reduced productivity, while mental health related sickness absence costs
£8.4bn
Each episode of mental health related sickness absence lasts on average for
28 days
1 in 4 people have considered leaving their job in relation to work related
stress
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The Pace of the World
- Technology
- Consumerism and Marketing
- Multi-tasking
- Family Life
- Commuting & Globalization
The Pace of the Workplace
- Technology
- The changing face of employees – turnover, demographics
- Equality & justice
- Market demands
- Justifying your job – from determining critical functions to outsourcing
MORE WITH LESS
Why Resilience?
We need to learn to not only survive
but thrive in this environment
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Definition of Resilience
Resilience – from Latin “to leap back”
Definition:
The process and experience of being disrupted by change, opportunities,
stressors and adversity, and, after
introspection, accessing gifts and strengths to grow stronger through
disruption.
Journal of Health Ed, 1990
Resilient People
- Look for opportunities in problems
- Have a positive attitude
- Fight the victim mentality
- Find their power in every situation
- Overcome difficulties – find solutions
- Learn from mistakes
Developing resilience programmes
Have clear aim and objectives
Understand what you want to achieve, and how you plan to evaluate
success
Consult and engage both leadership teams and workforce
Consider how this fits with organisation’s overarching strategy
Don’t forget your contracted workforce
Sell the Sizzle & Communicate!!!
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Visibility Innovation Best
Practice
Creating a Resilient Workplace
1. Hardiness skills
2. Psychologically healthy work environment
3. Immediate coping skills and resources
1. Utilise and encourage hardiness skills
Individuals with Hardiness Skills
Don’t give up easily under pressure
Find solutions rather than problems
Adapt to stressors around them
Are good leaders and show up at their best
2. Create a Psychologically Healthy Workplace
Psychologically Healthy Workplaces have:
Employee involvement
Work-life balance
Employee growth and development
Good safety records
Employee recognition
Proactive risk assessment processes
3. Provide coping support and resources
Coping Support
Competent managers in soft skills Clear and effective policies Employee Assistance Programmes Access to flexible working Fairness and justice at work
Case study – E.ON
It’s Time To Talk
Follow up to 2012 Head Shed Campaign
Needed to be sustainable, targeted & engage employees at all levels
Board sponsored
Board facilitated Time To Talk Sessions
Employee driven case studies
Portal advice and support
Training to line managers on soft skills, awareness and resilience
Partnership with national charities
Management ‘pledges’
Roll out of ‘Health Passport’
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Mental Health Awareness May: 16 articles 3 blogs – 1500 hits 26,500 hits 2000 video views 2500 mood o meter hits 3000 cards in connected 15 Time to talk sessions
What colleagues said in May…
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“Sometimes having external help (not from within your family) is most definitely the best course of action. You should feel proud of yourself for speaking out, not to us but to your doctor.”
“I think you are incredible to come out in the open and share this with us. My personal experiences suffering from depression always seem so much easier when other people share openly.”
What our managers said
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Example pledges from the people managers conference
Find out more about line manager support in
dealing with mental health situations and
share this with my fellow managers
To spend one on one time with
my advisors. To understand
them and to open up to them
To ensure my peers and I
understand the warning signs and
act accordingly for the good of the
team :)
To hold a time to talk session
with my team
To make my team feel
comfortable to discuss mental
health freely
Look for signs and symptoms of
stress and behavioural changes in
my team
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