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Creating Wellbeing at Work
Presentation by Graham LoweHealth Promotion Agency workshops
September 15, 17 & 19, 2014
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Focus
• Wellbeing & performance • Healthy organizations • Culture & leadership• Actions you can take
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Wellbeing & performance
www.grahamlowe.ca
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Future workforce challenges
Costs
Engagement
TalentHealthy, safe
and productive workplaces
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People-performance links
Engaged workforce
Healthy & safe employees
Higher performance
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Happy employees = sustainable success
See: Harvard Business Review, Jan-Feb 2012.
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Psychological health & safety risks
National StandardPsychologically healthy & safe workplaces…• Foster psychological well-being and enhance
organizational performance• Promote respectful relationships between staff and
customers• Support staff experiencing psychological difficulties• Expand Occupational Health & Safety management
systemsSource: Mental Health Commission of Canada. http://www.mentalhealthcommission.ca/English/node/5346
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Healthy Organizations
www.grahamlowe.ca
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Looking through a health lens… Holistic Integrative Long-term Strategic
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Healthy organization building blocks
Positive culture
Inclusive leadership
Vibrant workplaces
Inspired employees
Source: G. Lowe. (2010). Creating Healthy Organizations.
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The healthy organization
Inspired employees
Vibrant workplaces
Effective people practices
Culture and leadership
Creating value for stakeholders
Sustainable Success
Health, Safety & Performance
Successful and
Sustainable Organizations
Collaboration, leadership &
culture
Higher employee
wellbeing & engagement
Healthy and safe
workplaces
This model builds on the WorkSafeVision of “working safer”
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HealthyOrganization
ComprehensivePrograms
High Impact
Low Impact Individual
Risk Factors
Strategic impact of wellness
Where is your organization on this trajectory?
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Culture & Leadership
www.grahamlowe.ca
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New Zealand needs a culture that recognizes health and safety as an investment in good business practice, improved productivity and reliability, and an engaged workforce.
Working Safer: A Blueprint for Health and Safety at Work, 2013
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“The Golden Rule” is a corporate value
A tale of two cultures
Lac-Mégantic train derailment: 47 dead
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Mayo Clinic’s culture of respect
“Mayo Clinic’s core values nurture a culture of respect that contributes to the quality of work life. What is cherished (values) shapes behavior (culture). The profound respect Mayo employees typically have for patients, for each other, and for the institution is palpable.”
L. Berry & K. Seltman, Management Lessons from the Mayo Clinic. McGraw-Hill, 2008, p. 261.
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• Supportive work environment
• People leadership
SAFETY CULTURE• Report• Learn• Act
OUTCOMESPride CommitmentSatisfactionEngagement
Safety culture
Source: G. Lowe. (2008). The role of healthcare work environments in shaping a safety culture. Healthcare Quarterly 11 (2), 43-51.
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Trust, engagement and performance
Source: G. Lowe. (2012). How employee engagement matters for hospital performance. Healthcare Quarterly 15 (2), 29-39.
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Quality Healthcare Workplace Awards
Platinum Award criteria:
Source: Ontario Hospital Association www.oha.com
Culture, strategy & metricsEffective practices from Platinum Award winners:
• HR, wellness, cost-reduction and care quality goals linked within corporate strategy tied to MVV
• Corporate scorecards include healthy workplace and staff satisfaction / engagement measures
• Board and Executive use metrics in planning and decision-making
• Set targets and measure progressSource: Ontario Hospital Association -http://www.oha.com/CurrentIssues/keyinitiatives/QualityHealthCareWorkplaceAwards/Pages/Default.aspx
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How positive is your culture? Your Response
1) The organization has strong people-focused values.
2) Employees know and personally identify with the values of the organization.
3) Supervisors are selected based on their people skills.
To what extent do you disagree or agree that each of these statements describes your organization?
1 = Strongly disagree , 2 = Disagree, 3 = Neither, 4 = Agree, 5 = Strongly agree
How inclusive is your leadership? Your Response
4) Managers encourage employees to take initiative.
5) Employees are able to improve their immediate work environment.
6) Employees are trusted to do what is best for customers / clients.
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Discussion
What scores highest?
How have you achieved this?
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Actions you can take
www.grahamlowe.ca
What you can do
1. Engage others
2. Design for wellbeing
3. Integrate initiatives
4. Model behaviours
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Costs???$0
• Time• Commitment• Follow-through
Costs???$0
• Time• Commitment• Follow-through
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Engage
• Relationships• Job• Team• Supports
Develop a shared workplace vision
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Improvements are a shared responsibility
Values Actions
Vision
EVERYONE IS A LEADER
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DesignVIBRANT WORKPLACE INGREDIENTS1. Respect and fairness2. 2-way communication3. Autonomy and input4. Adequate resources 5. Supportive supervisors 6. Challenging work7. Recognition and rewards8. Safe and healthy environment
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How do you design change?
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Recruitment & retention
Integrate
Link wellness and engagement goals
• Empower local workplace wellness committees
• Coordinate with OHS committees
• Foster employee participation and “ownership”
• Recognize that morale influences participation
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Engagement Wellbeing
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Model the corporate values
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Living the corporate values builds trust
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To summarizeYou can be an effective change agent:
1. Be guided by values and vision
2. Involve your employees / co-workers
3. Communicate wellbeing-performance links
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Write down ONE action you will take in the next week to build a healthier organization:
1. _______________________________
Your commitment…
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Be a change agent!
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Questions & Comments?
www.grahamlowe.ca
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The Graham Lowe Group | www.grahamlowe.ca | [email protected]
For information and resources go to:www.creatinghealthyorganizations.ca
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Follow me on Twitter: @HealthyOrgs
