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Creating and developing a health and well-being culture
CIPDUniversity of Chester
1st May 2013Professor Ivan Robertson
Robertson Cooper Ltd&
Universities of Manchester and Leeds
Overview
• What is resilience and why does it matter?IndividualsOrganizations
• Factors influencing resilience
• Building emotional resilience and well-being
What is resilience?
• Psychologically positive and healthyResilience protects psychological well-being and health
• Behaviourally effective and capableResilience helps to retain a focus on what matters and supports effective behaviour
Resilience – Alias...
• Vitality
• Energy
• Flexibility
• Mental toughness/strength
• Hardiness, etc...
Why does it matter?
More than 40 longitudinal studies in last 10-12 yearsPsychological well-being factors (positive feelings,negative feelings, optimism, depression, anxiety,smiling(?) ...) predict:• Earlier death • General ill health (including heart disease, blood pressure,
immune system functioning, frailty in later life, cancer(?) ...)
Source: Diener & Chan, 2011
Why psychological well-being mattersStress
Hypothalamus reacts and releases biochemicals (specifically CRF)
HPA & Sympathetic Nervous System activated
Shorter term physical reactions: increased BP, pulse rate ... Stomach distress, headache, musculoskeletal pain, sleep disturbances
Longer term consequences, including heart disease, immune system disruption
Why psychological well-being matters
Why psychological well-being matters
• Cardiovascular riskBlood pressureCholesterolHR variability
• Weight/DiabetesGlucose regulationProtein & fat metabolism
• Immune systemInflammatory processesAutoimmune problems
Why does it matter?But how big are the effects on mortality and health?
• Twice as likely to have died (2,800 people, two year follow up; 850 people, five year follow up)
• Live 6-10 years longer (healthier and happier) • Size of effect similar to other well-established risk factors (e.g. smoking, diet)
Sources: Ostir et al., 2000; Wilson et al., 2003; Diener & Chan, 2011)
Why does it matter?
0
5
10
15
20
25
30
35
% Colds
Positive W/beingscores
ModerateW/Being scores
Low W/Beingscores
Cohen et al., Psychosomatic Medicine, 2003
Psychological well-being: The link to performance
Some studies:• Donald et al., (2005) – almost a
quarter (23%) of variance in employee productivity (sample of 16,000UK employees) is explained by:- Psychological well-being
- Perceived commitment of organisation to employee
- Resources and communications
• Cropanzano and Wright (1999) Five year longitudinal study of psychological well-being and performance. Strong correlation between well-being and work performance
• Taris & Schreurs (2009)Client satisfaction (66 organisations, r=.29)
• Ford et al., (2011)Overall performance (111 organisations, total sample 10,000+, r=.40)
Why psychological well-being matters
People higher on psychological well-being• Show greater flexibility and originality• Respond better to unfavourable feedback • Make more positive judgements about others• Show higher levels of “Engagement”• Are more productive• Are likely to live longer … be sick less often … and
have happier work and home life
*Lyubomirsky, King & Diener, 2005
Why do we need resilience?
• Working more than 11 hours a day consistentlyLikelihood of depression – 250% higher than people working fewer hours
• Travellers versus non-travellers:– General medical claims are higher – Psychological illness claims are 300% times higher– Claims from spouses of travellers are 16% higher
(over 30% higher for psychological problems)Sources: Virtanen et al., 2012; NISER, 2012, Dimberg et al., 2006, Liese et al., 1997, Espino et al., 2002, Westman & Etzion, 2002,
When do we need resilience?:N= 20,000, General working population
What factors influence psychological well-being and resilience at work?
Person SituationWorkNon-work
i-resilience : Personal resilience
i-resilienceFree for everyone, forever
•35,000 users in 2 years•From over 4000 organisations•15,000 users from the public sector•10,000 from the private sector
http://www.robertsoncooper.com/iresilience
Levels of Current Coping in the UK
Where does this resilience come from?
Private vs. Public Sector Coping
What factors influence psychological well-being and resilience at work?
Person SituationWorkNon-work
Resilience at work
Psychological well-being
Physical health
Personality
Personal circumstances
Workplace factors
Organisational & Management
Factors
Resilience at work
Organisational/management processes
Health & (psychological)well-being
Work place factors
Outcomes: Performance, Sickness absence, presenteeism, etc…
Personality
Personal circumstances
Resilience at work
Demands- Cognitive- Physical- Emotional
Control Support
Achievement
Important workplace factors
• Demands
• Control
• Support
Johnson & Hall, 1988; De Lange et al., 2003; O’Driscoll & Brough, 2010
Workplace factors and well-being
• Demands• Control• Relationships• Change• Role• Support
• Demands• Control• Support • Change• Role• Reward & contribution
The ‘6 Essentials of workplace well-being’ - Robertson Cooper
The “6 essential” sources of pressure
• Resources and communication (Pressure from lack of resources or information)
• Control and autonomy (Limitations on how the job is done or freedom to make decisions)
• Balanced workload (Peaks and troughs in workload, difficult deadlines, unsocial hours, work life balance challenges)
• Job security & change (Pressure from change and uncertainty about the future)
• Work relationships (High pressure relationships with colleagues, customers, bosses)
• Job conditions (Pressure from working conditions or pay and benefits)
The Well-Being Reservoir
Respect & attention
Learning & Development Fair rewards
Resources & communications
Work relationships
Balanced Workload
Job Security & Change
Job conditionsControl
Resources and Communication
Control
Balanced workload
Job security & change
Work relationships
Job conditions
Psychological Well-Being, Resilience:
&Coping
Behaviour
Individual &
Organisational outcomes
Work & Well-Being
Building & sustaining resilience
• Tracking well-being AND the drivers of well-being
• Learning & development• Effective management, leadership &
organisational processes• Selection, assessment & talent management
processes
Resources and Communication
Control
Work Relationships
Work Life Balance; Workload
Job Security& Change
Pay, Benefits & Job conditions
Psychological well-being
Tracking well-being AND the drivers of well-being
Measure well-being levels and their workplace drivers
• Well-being survey (even without follow-up)
£1 invested return of £2*
• Focus groups
• Internal dialoguesForesight Mental Capital & Well-Being (2008): Government Office for Science
Drivers of well-being and engagement (The six essentials)Resources & Communication Control and autonomyWork RelationshipsWork Life BalanceWork OverloadPay & rewards
Positive/negative psychological well-being (including Sense of purpose)
Engagement
Psychological and physical health
Productivity
ASSET survey measures (and benchmarks):
Note: the higher the score the greater the extent to which the area is troubling people – compared to
general working population
Use results to develop action plan
Use results to develop action planDept A Dept B
Level of intervention
Description Examples
Primary Preventative measures
Role re-design, selection, culture change
Secondary Recognise and/or avoid mental health problems.
Resilience training, stress management training
Tertiary Support for those experiencing mental health problems.
Counselling/EAP/support groups/return to work
Actions & Solutions
• Positive (optimistic) thinking styles
• Experiencing tough challenges
• Recognising and developing signature strengths
• Using active (Problem-focused) coping strategies – rather than emotion-focused coping
• Retaining a clear sense of purpose
• Cognitive flexibility - control of thoughts and feelings
• Establishing and nurturing a supportive social network
• Looking after your physical condition – exercise may be the “magic bullet”
Learning & development: Resilience training
Practical tips and
techniques to build
resilience
ConfidenceRecognise your strengths
Positive attribution
Challenge & mastery
Physical well-beingPurposefulness
Personal moral compass
Achieving your goals
Positive mental time travel
Workplace purpose
Social SupportEffective networking
Gratitude visits
Capatalising
Empathy vs. sympathyAdaptability
Resilient thinking
Thinking errors
Mindfulness
Working smarter
Personal resilience
Learning & development: Resilience training
• Positive (optimistic) thinking styles
• Experiencing tough challenges - Stretch … but not Panic zone!
• Recognising and developing signature strengths
• Building mental toughness through tough experiences (but with suitable respite)
• Physical exercise!
Building resilience: Challenge & Mastery
Who said this ..?
• “… I put myself under immense pressure - I’m very healthy, but I need that pressure. It only becomes stressful when you can’t handle it…..and boy, do I love handling it!”
• “…This job is everything … I know I will never be under more pressure … what I have truly gained is the knowledge that I can cope with the pressure of any job in the world … and that makes me happy”
Building resilience: “Tough” experiences
• Tough (very challenging) experiences CAN build higher resilience but only if …
Failure and success are attributed positivelyThere are sufficient periods of respiteThe challenge seems worth it (long-term goals can be a source of motivation)Thoughts and feelings are controlledBeliefs and ambitions are properly grounded in reality
Management, leadership & organisational processes
Management, leadership & organisational processes
Management, leadership & organisational processes
• Control the “six essentials” of workplace well-being
• Balance challenge and support
Person profile
Resources and Communication
Control
Work Relationships
Balanced workload
Job Security and Change
Job Conditions
Job profile
Resources and Communication
Control
Work Relationships
Balanced workload
Job Security and Change
Job Conditions
“Matching” ScoreScore indicates if person is likely to “flourish” or be “troubled” in the role
Selection, assessment & talent management
Job profile
Resources and Communication
Control
Work Relationships
Balanced workload
Job Security and Change
Job Conditions
Source of pressure in the job1…………………………………….6
Profiling the job
Person profile
Resources and Communication
Control
Work Relationships
Balanced workload
Job Security and Change
Job Conditions
Profiling the personWhat “troubles” me at work6…………………………………….1
Person profile
Resources and Communication
Control
Work Relationships
Balanced workload
Job Security and Change
Job Conditions
Job profile
Resources and Communication
Control
Work Relationships
Balanced workload
Job Security and Change
Job Conditions
Profile comparison
Collaboration to develop tool
Expected outcomes• A new, simple tool - to help ensure that recruits are
better able to withstand the pressures in a job. • “Pressure profile” of roles for collaborating• An executive report summarising the work done and
the main outcomes.• Preferential access to the tool for collaborating
organisations.
Building & sustaining resilience
• Tracking well-being AND the drivers of well-being
• Learning & development• Effective management, leadership &
organisational processes• Selection, assessment & talent management
processes
For free tools (including i-resilience) and downloads from Robertson Cooper visit www.robertsoncooper.com/gooddayatwork
Contact us: [email protected] 232 4910
