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A productive and positive workforce
Wellness and Wellbeing
Linda Watson
Background
We spend more time at work than with our family
We spend on average 1,920 hours at work per year
BackgroundAmerican workplace study involving (n150k) –
70% of participants described as disengaged.
30% enjoy job and bosses. 52% disengaged. 18% actively disengaged
Gallup’s 2013
Background
‘450-550 billion US are wasted annually because of ‘bad managers’ responsible for the 18% actively disengaged’
Gallup 2013
Background
Aging workforce – increased health risks
Background
‘Stress caused by bad and unresponsive management, long hours, commuting and a diffuse sense of organisational pointlessness is now recognised to be a major factor in mental health and happiness levels’
Dame Carol Black, 2014
Background
“Aside from life changing events i.e. divorce, grief, and illness our experiences at work and the security of employment are amongst the most significant determinants of our happiness”
William Davies, 2015
Background Income
Purpose
Status
Friendship
Donaldson Feilder & Podro (2012)
Background‘The way we are treated at work and the nature of the
work we do affects our wellbeing, and our levels of
performance’
Black (2008) and MacLeod & Clarke (2009)
‘Commentators link wellbeing at work with innovation,
productivity, creativity, quality, reliability and growth’
Donaldson Feilder & Podro (2012)
Current StateHealth and Safety ApproachWellness focusedCorporate fitness – gym memberships; yogaNutrition – cafeteria; fruit bowlImmunisation programEmployee assistance program (EAP)Education – Health PromotionSubsidised Health Insurance
Wellness Is a Mindset
The Happiness Industry
William Davies (2015)
‘The Happiness Industry - How the Government and big businesses sold us wellbeing’‘Awash with training programs focusing on resilience and happiness, implying that each individual can change and improve a workplace culture’
The Happiness Industry
‘…growing unease with the way in which notions of happiness and wellbeing have been adopted by policy makers and managers. This science ends up blaming and medicating individuals for their own misery and ignores the context that has contributed to it’
William Davies (2015)
Context
‘Underpinning ‘wellness’ is prevention of illness and promotion of health and wellbeing in the
workplace’
Dame Carol Black (2014)
How Organisations Contribute
Leadership style
Poor job design
Belittling job
Poor fatigue management
How Organisations Contribute
No link with organisations mission and vision
Policies and behaviours are incongruous
Lack of equipment to do the job properly
How Organisations Contribute
Ineffective training to do job
Lack of social support
Bullying
Blame culture
How Organisations Contribute
Lack of job autonomy
Lack of innovation
No recognition or appropriate rewards
Little or no career development
ImpactIndividual Organisation
Disengagement Low ProductivityDepression PresenteeismStress High absenteeismSuicide Increased risk of sabotageFatigue Poor employer brandingHealth and safety incidents Difficulty attracting talentOccupational disease or illness
Increased turnover
Reduced incomeDisabilitySeparation & DivorceLoneliness
Changing State
Health and wellbeing approach
Organisation focus
Wellness + WellbeingWellness approach Wellbeing approach
General health checks - onsite Organisational designImmunisations - onsite Job designDietary/Nutrition- cafeteria CultureExercise – onsite plus memberships/discounts
Leadership
Ability to stand while working Practices & policiesOffice equipment checks Anti-bullyingLighting Flexible work hoursSoap, clean wash facilities Flexible work locationRetirement planning Wellbeing linked to Org visionLiteracy programs Training and developmentResilience/mindfulness programs Rewards & recognitionSmoking cessation programs Work environmentETC. ETC.
Domino Effect
How to Steps
Dashboard measuresDirect measures Proxy measuresParticipation rates Changes in employee biophysical
statsAccident Compensation Costs Job satisfaction Employer branding Safety attitudeTurnover Retention Business performance/profitability
Engagement
Days absent Employee moralePresenteeism scores – assessment
No available sick leave
Pollen levels
ConclusionFundamental to Wellness and Wellbeing is
culture and leadership – the contextWellness is the responsibility of the individualWellbeing is the responsibility of the
organisationPolicies to drive Wellness and WellbeingCorrelate dashboard indicators
Thank you
