Wellbeing Champion Toolbox - The National Skills Academy ... · The Champion Coordinator is a peer who can take responsibility for coordinating peer support, companywide activities

Wellbeing Champion Toolbox

A Better,SaferRailway

Wellbeing Champion Toolbox2

Purpose 3

Who is this toolbox for? 3

How has this guidance been developed? 3

Why have Wellbeing Champions? 3

Steps to setting up a Wellbeing Champions project 6

Champion recruitment fliers 8

Champion role description 9

Champion application form 12

Line manager reference letter 13

Training guidance 14

Setting up a peer support network for champions 15

Demonstrating outcomes 16

FAQs for companies 18

FAQs for champions 19

Wellbeing Champion Toolbox

Wellbeing Champion Toolbox 3

PurposeThis toolbox is designed to:

1. Share good practice on establishing a Wellbeing Champions project2. Make it easier for rail companies to set up their own Wellbeing Champions project

Who is this toolbox for?This toolbox is designed to support people setting up their own Wellbeing Champions project in a rail company. This responsibility can lie in a variety of functions; however, it is often led by HR, Occupational Health, or Safety. This toolbox may also be useful to Health and Wellbeing groups whose purpose it is to promote wellbeing initiatives within a company.

How has this toolbox been developed?This toolbox has been developed collaboratively between RSSB and the industry Mental Wellbeing Subgroup. Good practice and tools that industry leaders have found helpful in their own businesses have been reviewed and compiled to produce this toolbox.

Why have Wellbeing Champions?Wellbeing Champions act as “go to” individuals that can respond well to those in need of a “listening ear.” They can provide general wellbeing support, facilitate implementation of the company’s health and wellbeing strategy, and signpost the wellbeing support available. While line managers have an important role in supporting the wellbeing of their teams, it is recognised that the response by line managers may be variable, and in some cases the person may choose not to discuss a matter with their line manager.Wellbeing Champions can provide a formalised additional support structure within the business, demonstrating to both employees and partner agencies, a company’s commitment to mental and physical wellbeing.

For suppliers, mental health is an increasingly popular tender question with major clients, reflecting the fact that many of them have signed the Time to Change pledge and have developed an action plan with, no doubt, actions on what they will expect from their suppliers. Poor lifestyle habits such as inadequate nutrition, lack of physical activity and sleep difficulties have a significant impact on health and wellbeing in the workplace. Evidence shows that poor lifestyle habits can also have a profound effect on mental wellbeing therefore there is the need to avoid separating mental and physical health as they go hand in hand.

Wellbeing Champions can be a helpful “temperature gauge” and feedback mechanism for employee engagement. In the railway, where work-related pressure can be high, the support of wellbeing champions can help ensure a mentally and physically healthy team which will reap organisational benefits. Britain’s Healthiest Workplace surveys in Transportation (2017) demonstrate a substantial opportunity to reduce lost organisational productivity (absenteeism plus presenteeism) due to health issues. Lost productivity was derived from a recognised survey methodology (the Work Productivity and Activity Impairment Model - WPAI) as 31 days per person per annum in transportation (being 10 days above the Top 10 surveyed companies). Much of this is likely to be due to mental health issues impacting efficiency. Indeed, HSE recently reported that mental health has for the first time overtaken musculo-skeletal disorders as the primary cause of lost work time and Deloitte have ascribed an annual cost of poor mental health to employers in the UK as £33 to £42 billion.


A government report called “Building the case for Wellbeing” published in 2008 defined three components of workplace wellness

1) Prevention and Promotion

2) Health and Safety

3) Managing ill health

Prevention and Promotion is key here and includes work-life balance, physical activity, healthy eating, mental health first aid etc. This is where Wellbeing Champions have a key role in encouraging positive change in the workplace.

The Stephenson / Farmer review of mental health and employers, “Thriving at Work”, (October 2017) reports on a Deloitte systematic review on the returns from investing in mental health in the workplace based on 23 high quality studies. The return on investment was found to be overwhelmingly positive, with an average return of £4.20 per £1 spent (range of between 40p and £9). Wellbeing Champions can be pivotal in preventing absence through health promotion and early intervention when employees are distressed.

The same report, which has particular salience for the rail industry, notes that -

“Presenteeism is particularly common in organisations where a culture of long working hours is the norm and where operational demands take precedence over employee wellbeing. Also, in periods of job insecurity, people may be more likely to go into work when they are ill, rather than take a day off sick, for fear their commitment to their job will be doubted. It is this culture and these fears that need to be addressed in order to reduce presenteeism at work.”

Rachel Suff,

Chartered Institute of Personnel and Development.



Choosing the Right Volunteers and Limitations of ChampionsIt is important to recognise that Wellbeing Champions do not provide any form of treatment for mental or physical health conditions. Champions focus on promoting general wellbeing within the company, facilitate implementation of the company’s health and wellbeing strategy, provide a listening ear when appropriate and signpost the wellbeing support available. Although Champions should have some training on supporting a colleague in distress, this will not include counselling or providing medical advice. When defining and publicising the Champions role and project within the company, management must make these limitations clear to workers and management teams.

The demands on a Champion can be diverse and emotionally charged. Not all willing volunteers will be suited to the role. An application and interview process should be used to select volunteers who are committed to promoting good mental and physical health and are mentally resilient. The selection process must consider what job roles they are in and whether they could be excused from their work duties at short notice to help someone.

Steps to Setting Up a Wellbeing Champions Project

1. Identify group/individual that take ownership for the project

Demonstrate ownership and accountability by ensuring the Champions Project sits within a nominated group, the company’s Health & Wellbeing group or Health and Safety group. This group will be responsible for driving forward project development and be able to give their time in support when required. The group should define the scope and remit of the Champions project.

2. Secure senior leadership buy-in

It is important to secure buy-in from at least one advocate on the senior leadership team. This will ensure champions are adequately resourced, feel valued, and that support is available in case any troubleshooting is required. Ensure that Senior Leadership Team commit to protected time and training.

3. Advertise for champions

The advertisement should be clear of expected roles, responsibilities, and what company support will be provided. If the company has multiple sites, ensure that advertisements reach all sites. Also consider how you reach out to remote employees.

4. Interview champions & check line manager reference

Interviewing champions is an important part of the process as it demonstrates commitment to the project from both the company and the individual. It also provides an opportunity to assess if the individual’s interpersonal competencies meet the specification, their motivation and ensures they have the time to commit to the project. Line managers must also understand the need and be willing to back the commitment of Champions in their teams.

5. Identify Champion Coordinator/Lead Champion

The Champion Coordinator is a peer who can take responsibility for coordinating peer support, companywide activities and promotions, and feed back to the relevant groups.


6. Service access

It can be helpful to ensure that all sites have access to at least one champion. As a rule of thumb, a company can aim for the same number of champions as physical first aiders and confirm whether there will be a champion inbox. How can you ensure that a Champion is always available during working hours? This will perhaps need coordination to accommodate shifts, absence due to holidays, work tasks or training. Appropriate provision also needs to be made available for remote workers – for example, phone or video conferencing. How can you provide a choice of Champions to workers? There could be a good reason why an individual may not wish to see the most convenient and local Champion.

7. Case documentation & outcomes

Establish what and how any information on cases will be gathered and stored. This will need to align with the company’s GDPR policy and position on confidentiality. Confirm what you will feedback to the company to demonstrate the project has value.

8. Train your champions

The training chosen for your champions should align with the Champions’ remit and required competencies. This may include training on health promotion and mental health.

9. Advertise the Champions Project

Make sure the names and faces of Champions are known throughout the company, this might include putting up posters with their details and putting information on the intranet. Communications about health and wellbeing should include who is a Champion and how they may be contacted. Communications should also be mindful of an individual’s natural fear of possible management repercussions to their request for help. Other useful means of advertising Champions include:

• a dedicated website or company intranet

• buddy systems

• line managers

• email signatures

• badges and lanyards

• company electronic screens

• newsletters

• health & wellbeing awareness days

10. Establish framework for peer support

It’s important to provide a mechanism for champions to support each other and share their experiences. Some members have found a monthly meeting that champions call dial-in to be helpful.

11. Communicate Progress & Review

As the project develops ensure that progress is communicated strategically, and any needs reviewed. You will need to consider how you ensure that individual Champions are not inundated by requests for help. Good Champions may generate a reputation. A process is needed to ensure that, where possible, demand is shared equally between all those appointed.


Wellbeing Champion Recruitment Flier

Are you passionate about workplace wellbeing?

Do you want to promote activities in your local areas, encourage your colleagues to access relevant health and wellbeing opportunities, and provide mental wellbeing support?

Become a Wellbeing Champion!1. Take a look at the job description to find out more about the role itself and whether it’s right for you.

2. Speak to your line manager to make them aware of your interest and get their support.

3. Register your interest at here by [insert date]. You’ll be asked a few simple questions about yourself and why you’d like to volunteer.

We’ll then review all requests and invite people to train up to become a volunteer in accordance with our business and location requirements. We won’t be able to train everyone and we’re looking for proportional representation across our teams. If you’re unsuccessful this time we’ll be in touch to speak to you about how you can support the wellbeing of our people in other ways.

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Wellbeing Champion role description:Summary of Wellbeing Champion Role:

To support the company’s Wellbeing Strategy by promoting activities in local areas, encouraging colleagues to access relevant health and wellbeing opportunities, providing mental wellbeing support to colleagues, collating activity data and sharing best practice including stories of success.

You will provide physical wellbeing support to colleagues, e.g. through sharing healthy eating resources or information on how to improve physical activity/sleep hygiene. You will support people to spot the symptoms of mental health issues, offer initial help and guide people towards support. It’s not about becoming an expert in any of these areas but understanding what you can do to support their physical and mental health.

What will the role involve?The purpose of the champion role is to help implement and support the company’s Wellbeing Strategy through raising awareness of wellbeing activities, promoting healthy lifestyles and positive mental health. Champions will know their work areas and colleagues so will be best placed to know what will work in that environment and can pick out resources that fit their local environments.

The following will be expected of champions:

Work area engagement

Champions will be expected to promote health campaigns through poster displays, emailing colleagues, giving out leaflets and updating colleagues at meetings they attend and team meeting (e.g. World Mental Health Day, Healthy Eating Week, National No Smoking Day). Champions may organise activities, e.g. a lunch time walk/runs, book club or hobby group.

Industry engagement

Champions will be expected to be involved in wellbeing events across the rail industry and engage in collaborative working with other champions across the industry.

Communication and signposting

Champions will be able to signpost colleagues to relevant services. They will provide information to colleagues about the Wellbeing Strategy.

Adequate flexibility

Champions must be able to commit to the role, be available to support their colleagues, and promote wellbeing activities whilst considering their work commitments. This should be discussed with their line manager prior to volunteering for the role. This does not however mean the champion must be available 24/7. If a Champion is providing mental health first aid and work commitments do prohibit the Champion from supporting someone they should direct the person seeking help to another Champion. Where the contact is requested outside of working hours they should direct the person to external support (e.g. the Employee Assistance Program (EAP)or Samaritans). The role is likely to equate to around two or three hours a month but could vary based on requirements.


Visibility

Champions should ensure they are known to their teams/office locations as a Wellbeing Champion. This should include an introduction session post-training and at least quarterly contact with their office/teams to maintain visibility of their role, ensure those around them know they are available to contact and understand the support on offer.

Confidentiality

Champions must retain the confidentiality of the people they support at all times unless there is a risk of harm to the person they are supporting or others as a result. The Champion should then discuss this with the person they are supporting and seek further assistance (e.g. EAP managers support hotline and HR). Confidentiality includes considering the surroundings of the conversations being held – both with the person they are supporting, or any follow up supervision or support. (i.e. not holding discussions where they can be overheard).

Wellbeing Community engagement

Champions are supported by peers and a network facilitator. Monthly calls are held to bring that community together to support each other, share and plan activities, discuss the support they offer and provide further information on their role. Each volunteer should engage with this community on a regular basis to ensure they are aware of the latest Champion activities and ensure they are fully supported in their role.

Supervision/support and self-care

Champions may find they need support themselves whilst carrying out this role. The volunteers should consider the impact of the conversations they hold and use the network of volunteers or the EAP managers hotline to ‘offload’ and seek further advice where required. It’s important our volunteers look after themselves as well as others.

Feedback

Whilst retaining full confidentiality of those we support, it’s important our company is able to act responsibly for those accessing the Champions. In order to do that, we require our Champions to track the number of contacts they make and the general topics of conversation. This allows us to track any trends and follow up on any areas where we may improve. Champions should note the number and themes of conversations into a database each month which will be tracked by the Champion community facilitator and fed back to the business via the Health and Wellbeing Steering Group and HR routes where required.

Booking Wellbeing Champion time

Champions should book time spent as part of their role using the relevant booking codes for their business.


Person requirementsOur volunteers should champion mental and physical wellbeing for those around them and create a positive impact on the business whilst carrying out their role responsibly. We’re therefore looking for volunteers who are:

What you will gain from the roleOur company is committed to the development of our champions. You will be provided with training on the following:

• A wide range of transferable skills in listening, communicating and relating to others

• An understanding of mental and physical health and the factors that can affect wellbeing

• Practical skills to spot the triggers and signs of mental distress

• Understanding of holistic approaches to health and wellbeing

• Knowledge in topics that you are interested in like nutrition, exercise, sleep, mental wellbeing etc

• Confidence to step in, reassure and support a person in distress

• Enhanced interpersonal skills such as non-judgemental listening

• Knowledge to help someone recover their health by guiding them to further support – whether that’s self-help resources, services provided locally through the company, the NHS or a mix.

• A greater ability to manage your time, set boundaries, and care for yourself

• Friendship and support within the team

• Personable

• Approachable

• Passionate about mental and physical wellbeing, as well as supporting engagement

• Have the time to dedicate to the role as a Champion

• A positive forward-thinking attitude


Wellbeing Champion Application Form

Why do you want to become a Wellbeing Champion?

What qualities and skills do you have that would make you a good Wellbeing Champion?

Please list any hobbies or interests

Which behaviours/requirements outlined in the job description do you think will be the most difficult to exhibit and why?

We aim to create a positive environment that enables all volunteers to realise their full potential. So, we can consider any appropriate adjustments to the volunteer environment and better support you in your role, please give details of any disabilities or health issues:

Reference: Please give the name of your line manager who is able to support your application to become a Wellbeing Champion:

Your details will be kept in accordance with the Company’s privacy policy and GDPR. They will be held securely and

confidentially and will only be accessed by authorised personnel.

Declaration, I declare the information given on this form is correct. I can confirm that I have discussed this application with

my line manager and have their support. I give my permission for my line manager listed on this application to be contacted

to provide a reference.

Signed:

Date:

Name

Contact No.

Email Address

Job Title

Depot/Base

Department

Line Manager Name

Contact No.

Email Address


Line Manager Reference Letter

Hi XXX,

XXX got in touch with me expressing their interest in becoming a Wellbeing Champion. In order for me to select individuals who are able to carry out this role in an appropriate manner, without overstepping boundaries, I ask for their Line Manager’s view on how suitable they are to carry out this important role.

There are three reasons for this:

• Champions need to be approachable and enthusiastic; in other words excellent listeners, good communicators, empathetic, sociable, open-minded and non-judgemental

• Champions are not health professionals, the risk of having an individual who may overstep the Champion (in other words act more like a counsellor/psychologist/dietician/doctor) can create significant and potential legal, implications for the business.

• Champions need to have the time to give to the Champions Project and it is important that their line manager can support this. The role is likely to equate to around two or three hours a month but could vary based on requirements.

As I don’t know XXX, could you please advise whether you believe they would be suitable for this position. Attached is a job description for the role.

Please do give me a call if you would like to discuss this matter further.

Many thanks


Training GuidanceTraining for Wellbeing Champions should cover the following topics for core competencies:

• Holistic wellbeing: the relationship between mental and physical health

• What affects physical and mental wellbeing

• Basic nutritional advice, i.e. knowledge of the effects of sugar/caffeine etc/ hydration

• Understanding common sleep issues and basic sleep hygiene advice

• Awareness of mental health (in relation to self as well as others)

• Communication skills (e.g. having conversations about mental health)

• Responding appropriately to signs and symptoms, including when and where to refer people

• Suicide intervention skills

• Understanding the role of a wellbeing champion and its limitations

• Maintaining boundaries

• Safeguarding


How to set up a peer support network for Wellbeing Champions

Resourcing & recruitment

Protected time: Companies should ensure that a certain amount of protected time is allocated for champions. This should allow for training, promotion of wellbeing activities, a monthly peer support session, and a reasonable amount of contacts during the month.

Peer Support Mechanisms

It’s important to provide a mechanism for champions to support each other and share their experiences.Members have found a monthly meeting that champions call dial in to be helpful. The agenda is generally guided by what issues are coming up for champions. This may include but is not limited to:

• Themes/topics people are approaching them with

• Engagement strategies for upcoming events

• Self-care

Monthly meetings should be arranged by a Wellbeing Champion Coordinator.Some companies have found it helpful to have a dedicated Champions Yammer/internal social media channel to facilitate peer support, communication, and general sharing of resources.

Wellbeing Champion Coordinator

A Wellbeing Champion Coordinator should be appointed to facilitate the Champion network. Their role should include:

The Coordinator is a peer and does not require specialist training. They are responsible for coordinating peer support rather than providing clinical supervision. Some companies have found it helpful for the coordinator role to be taken up by an individual whose role naturally aligns with Health and Wellbeing topics, such as HR or Safety.

• Booking training

• Recruitment and liaising with potential champions

• Managing stakeholder queries

• Facilitating the monthly peer supervision calls

• Monitoring and contributing to private Yammer group

• Providing peer supervision and signposting Champions to further support if it is required

• Collating data and feeding back to senior leadership


Demonstrating outcomes & learning

Monitoring and performance indicators are the key to the maintenance of any system. The information collected may provide signposts to further work that the organisation can do to improve health and wellbeing. Measuring outcomes will probably be covered by the business plan for generally improving wellbeing. The contribution of Champion provision may also be seen in wider performance monitoring measurements, such as increased productivity and reduced sickness absence cost. Potential indicators that may be valuable to collect include:

• Number of champions trained. You may want to aim for having the same number of Champions as physical first aiders

• Number of contacts each champion has each month

• Number of wellbeing activities arranged/promoted

• Generalised feedback on topics/themes from monthly review sessions collated to feedback to management

o Are there any areas of concern?

o What supports are working and what needs further development?

• The staff survey is an important opportunity to capture the impact of your Champions. Questions could include:

o Would you know where to go if you needed support with your mental health at work?

o Do you think the presence of Wellbeing Champions has improved your health and wellbeing knowledge?

o Open qualitative questions could include:

■ What has been your experience of the company’s Wellbeing Champions?

o Questions about a person’s wellbeing may capture the benefits of the Champion’s work. Companies may find it useful to use the ONS subjective wellbeing questions:

■ Overall, how satisfied are you with your life nowadays? Where 0 is ‘not at all satisfied’ and 10 is ‘completely satisfied’

■ Overall, to what extent do you feel that the things you do in your life are worthwhile? Where 0 is ‘not at all worthwhile’ and 10 is ‘completely worthwhile’

■ Overall, how happy did you feel yesterday? Where 0 is ‘not at all happy’ and 10 is ‘completely happy’

■ Overall, how anxious did you feel yesterday? Where 0 is ‘not at all anxious’ and 10 is ‘completely anxious

• Wider outcomes that could be monitored include:

o Company sickness absence

o EAP use

o OH referrals

o Employee retention rates

o Disclosure of health conditions

Companies may also find it valuable to gather qualitative feedback through interviews and focus groups. This will allow staff an opportunity to share their perceptions around the use of Champions in the workplace.



Wellbeing Champion-FAQs for Rail Companies

1. Why “Wellbeing” Champions and not just Mental Health First Aiders?

Companies will find that different variations of champions will work for their local context. We have developed this holistic toolbox with the aim that it can be adapted for Mental Health First Aiders or more broad champion roles.

At RSSB we promote a holistic approach to wellbeing, recognising that physical and mental health are integrally related and bidirectional. Some companies have also reported that they have found it easier to streamline their champion/MHFAs roles. As well as supporting a holistic approach to health, this may reduce diffusion of responsibility, and ensure that employees are clear who they can go to for support.

2. Where do conversations around mental health take place? Do companies need to be able to provide a private space?

At a time when space is at a premium, it may not be possible to have a quiet space available for private conversations. Wherever a champion finds themselves having a sensitive conversation, the most important thing is that the person they are support is happy to chat in that environment. Often a completely private room may not be necessary – the canteen may do or going for a walk away from the office. The person they are supporting may be able to identify where they feel is appropriate.

3. Will Champions be overloaded and not have time to complete their day to day work?

Champions should be recruited collaboratively with line manager approval to help ensure that Champion time is valued, protected and they are not overloaded. How much time a Champion is required to give to the role tends to vary a lot from place to place. Atkins’ MHFA pilot found they have an average of four contacts a month and allowed one hour per month for peer support. Approximately four hours a month should be expected based on industry feedback, however this may vary from person to person, and site to site. Companies will need to allow flexibility for local context and needs.


Wellbeing Champion-FAQs for Champions

1. Do I need any specific training, qualifications or experience to apply to be a Champion?

No specific training, qualifications or experience is required to be a champion. All training will be provided. The most important prerequisite is an interest in wellbeing, supporting your colleagues, and enthusiasm!

2. What training will be provided for me as a Champion?

Your company will provide you with the following training as part of the standard Champion induction:[insert planned induction training here]

3. What commitments do I need to make to be a Wellbeing Champion?

The amount of time Champions have to give varies according to local demand. Based on feedback from pilot projects, an average of two to three hours a month is estimated, including contacts and a monthly peer support meeting/call. Your line manager will have provided support for this commitment in the recruitment process. If you find that the demands are exceeding your availability, please discuss with your line manager and Champion Coordinator.

4. What space can I use to have conversations of a sensitive nature with that require confidentiality?

At a time when space is at a premium, it may not be possible to have a quiet space available for private conversations. Wherever you find yourself having a sensitive conversation, the most important thing is that the person you are supporting is happy to chat in that environment. Often a completely private room may not be necessary – the canteen may do or going for a walk away from the office. The person you are supporting may be able to identify where they feel is appropriate.

AcknowledgementsSpecials thanks is given to the following individuals for their contributions to the toolbox:

Nayia Solea, Occupational Health and Wellbeing Specialist, Siemens Mobility

David Nancarrow, QSSE Business Partner, Atkins

Jude Tymon, Head of Wellbeing, Health & Safety Behaviours, Colas Rail”

Email [email protected] +44 (0) 20 3142 5300Twitter @RSSB_railWeb www.rssb.co.uk

RSSB

The Helicon

One South Place

London EC2M 2RB

A Better,SaferRailway

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Wellbeing Champion Toolbox - The National Skills Academy ... · The Champion Coordinator is a peer who can take responsibility for coordinating peer support, companywide activities