1. A Solution Orientated Approach toEnhancing Workforce
ContributionPresented by Hamish Moore, DrummondHR
2. o Specialise in organisational development & well-beingo
Founded 1987o Public sector clients include local authorities,
housing, police, fire,NHS and educationo Private sector clients
include manufacturing, professional,construction, retail and
insuranceo Creator of Wbi1 3. Copyright Drummond 2013. All rights
reserved. 2 4. o Well-being, performance, attendance and employee
engagement arestrongly correlatedo Increasing contribution,
attendance and performance levels is apriority for your
organisationo Collecting quantitative well-being data in this area
can be difficult andtime-consumingo Predicting the relationship
between these well-being factors isdemanding3 5.
EmotionalResiliencePurposeWork Life Value Self Care &Home
LifeResilienceValueCopyright Drummond 2013. All rights reserved. 4
6. o Correlate symptomso to their impact on contributiono with the
work environmentImpact ofSymptomso to resilience levels Work o
taking into account coping skillsenvironmentand non work
factorsCopyright Drummond 2013. All rights reserved. 5 7. o 4 year
research project collaborating with the Industrial
StatisticsResearch Unit (ISRU) at Newcastle Universityo
Organisations across the UK invited to participate in the
collection ofdatao 35,000 data sets obtained along with respondents
past absence rateso ISRU went to work finding correlates between
contribution,performance, absence frequency and responses to key
questions6 8. o I am mocked by my colleagueso I feel valued by my
line managero My job is sufficiently challengingo I thoroughly
enjoy my worko I tend to put off dealing deal with difficult
problemso Often, people believe I am a perfectionist7 9. o After
rigorous testing and re-testing, ISRU could predict absence at
acorrelate of 0.79o Second phase of validation process evaluated
relationship betweenthe data sets and discretionary efforto Results
were even more profound with presenteeism being predictedat a
correlate of 0.86 8 10. SME-230 employeesCommercial sectorHighly
profitableEmployee mix: Manual workers: 45%Service engineers:
35%Age Profile: Manual workers: >60% within 50 60 age range
Service engineers: >80% within 25 40 age range 9 11. Service
Engineers - Hiving Manual Workers - Survivingo 68% - Get along with
their o 32% - Physical symptoms greatlysupervisor impact on ability
to perform optimallyo 56% - Are thinking about lookingfor another
jobo 55% - Work aggravates symptoms leaving employees feelingo 69%
- Feel rushed off their feet exhausted with significant numbers
feeling burnt outo 47% - Believe they cannot focuson what needs to
be done o 44% - Do not feel valued by line manager and do not
believe lineo 49% - Say there is little time leftmanager
understands theirover for friends and familycircumstances10 12.
Manual Workerso Management style critically assessedo Free physio
care and training days to improve working practices
whichcontributed to a significant number of employees suffering
from backpaino Implementation of well-being programme Addressing
the issue of supervisor/manager relations with theworkforce
Providing detailed advice on well-being topics requested by staff
Building resilience of staff key for improving the health and
well-being of the aging workforce 11 13. Service Engineerso Level
of work autonomy assessed in order to improve productivity,limit
presenteeism and raise discretionary efforto Review of current
operating systems and work structures - improvingefficiency of
draining daily taskso Implementation of well-being programme
Addressing aspects of organisations culture which impacts on
well-being and resilience Providing detailed advice on well-being
topics requested by staff Well-being tools and techniques training
events so staff can adoptbest well-being practices. I.e. Lifestyle
choices12 14. 1. Identify benefits to the organisation in tangible
terms to increase engagement, purpose, resilience and value2.
Benchmark well-being - Quantify current organisational well-being.
Compare results after an intervention has been established3. Job
performance/deliverables need to reflect contribution 13 15. 4.
Look for common organisational themes - trends throughout the
organisation that may be impairing well-being E.g.Activities and
behaviour of managers Recognition of workloads5. Identify
particular sections or departments which have specific needs to
avoid sheep dips 14 16. Visit us at Stand No. 10T: +44 (0)191 224
8030E: [email protected]:
wellbeinginsightwbi.co.uk
