Stress & Mental Health @ Work: Proactive Solutions Forum 2009
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Thursday 10th September 2009 Broadway House, London
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Stress & Mental Health @ Work: Proactive Solutions Forum 2009
Building resilience, communication and engagement to tackle stress & mental health
Thursday 10th September 2009 Broadway House, London
Documentation Contents
1. Welcome Letter
2. Corporate Advert
3. Forthcoming Events
4. Programme
5. BHSF Profile
6. nef consulting Profile
7. Speakers’ Biographies
8. Sophie Corlett, Director of External Relations, MIND
9. Peter Kelly, Higher Occupational Health Psychologist, HSE
10. Brian Oldham, Group Manager for Health and Safety, Somerset County Council
11. Alex Rickard, HR Director, Towry Law
12. Alison Dunn, Head of Treatment Services, Transport for London
13. Matthew Hawkins, Occupational Health Operations Manager, Unilever UK
14. Angela Whitehead, Health Manager, One Health, BP
15. Steve Walter, Health Safety Climate & Environment Adviser, Rehabilitation Case Study
16. Sara Phelps, HR Support Services Manager, Stroud & Swindon Building Society
17. Attendee List
Thursday 10th September 2009
Stress & Mental Health @ Work: Proactive Solutions Forum 2009
Building resilience, communication and engagement to tackle stress & mental health
Dear Delegate, I would like to welcome you to our Stress & Mental Health @ Work: Proactive Solutions Forum 2009. With two thirds of managers reporting an increase in stress over the past three months (Roffey Park’s Management Survey), it is apparent that top down buy in to stress management and reduction is essential to nurture a healthy, motivated and empowered workforce. Whether the causes of employee stress are poor colleague relations, financial worries, job insecurity or poor work-life balance it is vital these triggers are dealt with. Doing so now will ensure no further detriment to future productivity and sickness absence. The 6th Annual Stress and Mental Health @ Work: Proactive Solutions Forum 2009 provides transferable stress and mental health tools to counteract the current rise in anxiety, negative pressures and job insecurity, when you need it most. You will be given the opportunity to hear interactive case studies from organisations leading the way in stress and mental health management including HSE, Unilever, Towry Law and BP. Attend this conference and you will be able to develop a programme that fits the unique needs of your organisation. This website includes an up-to-date programme, copies of all presentations (where available), biographical notes on the speakers and information about our supporters. May I also take this opportunity to thank everyone who has contributed to the production of this conference. We are especially indebted to all the speakers. I hope you have a stimulating and informative day, and look forward to meeting as many of you as possible during the conference. Yours sincerely,
Paul Gray Director Symposium Events Ltd.
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Forthcoming Events ReminderEmployer Branding Summit 2009Tuesday 15th September 2009Attraction, retention and engagement.
RPO & e-Recruitment Forum 2009Tuesday 29th September 2009Improve your recruitment strategies to attract and retain top talent and maintain your competitive edge.
Mediation Works: Putting Dispute Resolution into the Mainstream 2009Friday 9th October 2009Delivering thought leadership in grievance and dispute prevention through a mediation culture.
Talent Management Summit 2009Tuesday 13th October 2009Nuturing functional and leadership skills, aligning performance and potential and lowering recruitment costs.
Employee Wellbeing Forum 2009Wednesday 21st October 2009Measuring and maintaining your employee wellbeing initiatives whilst developing a resilient and productive workforce.
Wake up to Learning: Morning Seminar 2009Thursday 22nd October 2009Using the right technologies for effective learning.
Employing and Vetting Non-UK Nationals 2009Tuesday 3rd November 2009The latest updates on the PBS, screening methods and future codes and regulations.
HR in the Public Sector 2009: At the Heart of EfficiencyThursday 26th November 2009Improving efficiency during budget cuts through engagement, leadership development and robust HR strategies.
Leveraging HR Technology 2009Wednesday 2nd December 2009Improve process efficiencies and add business value through HR technology.
Absence Management Forum 2010Thursday 28th January 2010Practical solutions to tackle long and short term absence.
Graduate Recruitment and Development Forum 2010Tuesday 2nd February 2010Attracting and Retaining the Right Graduates for your Organisation.
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Stress & Mental Health @ Work: Proactive Solutions Forum 2009
Building resilience, communication and engagement to tackle stress & mental health
Thursday 10th September 2009
Broadway House, London
Programme 09:00 – 09:30 Coffee and Registration
09:30 – 09:40 Introduction and Opening Address by Conference Chair
Sophie Corlett, Director of External Relations, MIND
09:40 – 10:05 The HSE Guidelines and Your Organisation: The Implications and Practicalities Peter Kelly, Higher Occupational Health Psychologist, HSE
10:05 – 10:30 Commitment, Positivity and Investing in Mental Health
Brian Oldham, Group Manager for Health and Safety, Somerset County Council
10:30 – 10:40 Questions and Discussion with Speakers
10:40 – 11:20 Knowledge Share Networking Session Split into roundtable groups to brainstorm and discuss with your peers:
• Managing causes of stress outside the workplace: your responsibility?
• What is the business case for gaining investment in stress and mental health?
• What are the most effective ways of tackling increased stress on a reduced budget?
11:20 – 11:45 Coffee and Networking 11:45 – 12:10 Alleviating Stress through Cultural Change and Valuing the Individual
Alex Rickard, HR Director, Towry Law
12:10 – 12:35 Supporting, Engaging and Managing Stress through Organisational Change Alison Dunn, Head of Treatment Services, Transport for London
12:35 – 12:45 Questions and Discussion with Speakers 12:45 – 13:45 Lunch and Networking 13.45 – 14.10 Pressure and Resilience: Proactive Prevention
Matthew Hawkins, Occupational Health Operations Manager, Unilever UK
14.10 – 14.35 Pressure Management: The Tools to Maintain Productivity and
Reduce Stress Angela Whitehead, Health Manager, One Health, BP
14:35 – 14:45 Questions and Discussion with Speakers 14:45 – 15:10 Coffee and Networking
15:10 – 15:35 Rehabilitation and the Health of the Minds in your Organisation Steve Walter, Health Safety Climate & Environment Adviser, Rehabilitation Case Study
15.35 – 16.00 Stress on a Shoe-String: Providing a Supportive Framework with Limited Resources
Sara Phelps, HR Support Services Manager, Stroud & Swindon Building Society
16:00 – 16:20 Question Time This is your chance to discuss and debate the key issues and seek
solutions to your Stress and Mental Health processes. Panel Members Include:
Angela Whitehead, Health Manager, One Health, BP Steve Walter, Health Safety Climate & Environment Adviser, Rehabilitation Case Study Sara Phelps, HR Support Services Manager, Stroud & Swindon Building Society Nic Marks, Founder of centre for wellbeing, new economics foundation
16:20 – 16:30 Chairman’s Closing Comments 16:30 Close of Conference
BHSF is a market-leading not-for-profit health insurer which can trace its history back to a charity which started in 1873, The Birmingham Hospital Saturday Fund, set up to help fund Birmingham hospitals. Now, BHSF insures 400,000 people through 265,000 policies. Most of these help customers with their everyday health costs – things that do not come free or easy on the NHS – such as optical, dental, therapies, health consultations and much more. Also, BHSF has brought its not-for-profit philosophy to the marketing of other health-related products and HR services including absence management, employee assistance programmes, personal accident insurance, annual travel insurance and WellWoman cancer insurance. Three quarters of BHSF’s business is transacted through employers who pay the premiums for their employees or alternatively offer payroll-deduction arrangements. Employees therefore enjoy corporate rates which are heavily discounted. The remaining policies are paid by direct debit. BHSF’s association with 35 client organisations can be traced back for 125 years or more – these include Cadbury’s, Birmingham City Council and West Midlands Police. More recently, major employers have wanted nationwide service to their sites in different parts of the country; BHSF has grown with this need and has a team dealing with sales and support throughout the UK. Its 3,000 client organisations include some of the UK’s biggest names – like Allied Carpets, Argos, Sainsbury’s, General Motors and Vodafone – along with many hundreds of SMEs and smaller businesses. Being a not-for-profit organisation means that more value can be ploughed back into products. Having no-one to serve but its customers is a very powerful message. The quality theme carries through to its service standards. For instance, 475,000 claims are paid each year, and around 90% are paid within two days of being received. The training and support given to staff are reflected by its accreditations by IIP and ISO 9001:2000. The Company was chosen as 2006 SME of the Year by Birmingham Chamber of Commerce and also rated as ‘one to watch’ in the Times 100 Best Small Companies to Work For survey 2007. Our mission is to:
• maximise customer satisfaction as to the value and quality of our products and the standard of service we provide
• create an environment that encourages each member of our team to realise their full potential
• grow the business strongly, manage it dynamically and achieve operational excellence • continually search for fresh ideas and new ways of working to secure competitive
advantage and become the benchmark for our industry
nef consulting (new economics foundation) draws on twenty years of nef’s work as a cutting edge think tank delivering groundbreaking research in socio-economic well-being, happiness and sustainability.
nef consulting is a solutions consultancy, integrating hard socio-economic analysis with practical tools in well-being, sustainable economic development, and environmental impact. We aim to improve quality of life and development by delivering cutting edge yet practical tools that challenge mainstream thinking on economic, environmental and social progress.
nef consulting’s tools and bespoke frameworks are currently being used and piloted in corporate sustainability, health services, public authorities, housing, regeneration and community programmes.
Sophie Corlett
Director of External Relations
MIND
Sophie is Director of External Relations at Mind, a major campaigning charity on mental health in England and Wales, and the second biggest provider of mental health services after the NHS. She is responsible for Mind's policy and campaigning, media, communications and legal and information services.
She has been at Mind since 2002 overseeing a variety of campaigns and projects including recent campaigns 'In the Red' on poverty, debt and mental health, 'Another Assault' about access to justice for victims and witnesses with mental health problems, and Men and Mental Health, the focus of Mindweek in May 2009.
She also oversees two of the main national projects feeding into the four year anti-stigma campaign, Time to Change, one of which - Time to Challenge - has a particular focus on employment.
Sophie sits on several national committees and boards representing Mind's views on various issues, and is a regular spokesperson for Mind in the media.
Peter Kelly
Higher Occupational Health Psychologist HSE
Peter works for the Health and Safety Executive in the Business Health Psychology Unit. He is employed as an Higher Occupational Health Psychologist. Peter has been involved from the beginning in developing the scientific knowledge base for the management standards approach to tackling work related stress. He provides scientific support also in relation to neuropsychological impairment, mental health rehabilitation and return to work issues for HSE. He has a research interest in the malingering of neuropsychological impairment and has published on the development of a diagnostic battery of clinical test for the detection malingering of neuropsychological impairment in a UK population. Peter is also a member of Sainsbury Centre, the SHIFT Expert Review Panel on promotion of mental wellbeing and management of mental ill health in the workplace.
Brian Oldham
Group Manager for Health and Safety
Somerset County Council Brian, as Somerset County Council’s Corporate H&S Adviser and manager of its Health & Safety team for the past 6 years, has been playing a key role in helping the Council “manage stress”, having re-designed the Council’s policy on the topic to embrace the HSE’s Management Standards. He also manages the Council’s Occupational Health and Counselling / EAP Contracts. He was a member of the Council’s Healthy Workplace Initiative, supported by Sports England, which ran from 2006-9. He is currently sponsoring the Council’s involvement in a pilot project initiated by RETHINK with the aim of providing guidance for managers to improve their understanding of mental health. Brian gets most of his kicks from outdoor life, particularly walking, sailing, cycling and gardening (under guidance). He is currently coercing his wife to join him on a Land’s End – John o’Groats tandem ride next May.
Alex Rickard
HR Director Towry Law
An HR and Learning & Development professional by background, Alex is HR Director of Towry Law, a firm of wealth advisors and holistic financial planners to private and corporate clients. Prior to this she also worked as independent consultant to companies predominantly within professional services and the IT and software industries, engaging with organisations across Europe, Middle East and Africa. She has also been in senior HR roles with Equitas (reinsurance) and Rubus (boutique IT consultancy). During Alex’s earlier career Alex spent approximately 10 years working for Arthur Andersen and Accenture, working across all the disciplines internally and in client facing roles.
Alison Dunn
Head of Treatment Services Transport for London
Alison Dunn is Head of Treatment Services, in the occupational health department at Transport for London, which provides a range of services for London Underground and the Transport for London group. Alison leads on mental health issues within the organisation and she is responsible for the Counselling & Trauma Service, the Physiotherapy service, and the Drug and Alcohol Assessment & Treatment Service. Alison’s background is in Social Work and then Counselling - she was awarded a Masters Degree in Psychological Counselling & Psychotherapy in 2000. Alison has thorough experience of providing counselling in an organisational setting and managing a proactive workplace counselling service. Alison and her team have been focussing on the issue of improving employee mental health for a number of years. Each year she puts together and delivers a mental health plan which focuses on raising awareness and promoting good practice in preventing and minimising occurrence of stress. She also presents an annual mental health report at board level.
Matthew Hawkins
Occupational Health Operations Manager
Unilever UK Matthew works as an Occupational Health Operations Manager for Unilever UK and has been with Unilever for three years. He has worked in a variety of OH settings, including the NHS, pharmaceutical, food and gas industries, gaining a breadth of experience over the past 15 years. Matt has been involved in the activation of mental well being programmes in most of his OH roles and recognises the value of effective strategic approaches.
Angela Whitehead
Health Manager, One Health BP
Angela started in what was then called industrial health in 1974, which now means she has been working in the field of health and work for longer than she might care to admit. In the intervening years has worked in most sectors of UK business, including a spell in THE Health and Safety Executive where she specialised in construction. For the last twelve years she has worked with BP, based in UK however travelling and working with global teams. Angela currently manages OH provision in the UK and also has responsibility for BP’s psychological health management programme “Mind Matters”.
Steve Walter
Health Safety Climate & Environment Adviser Rehabilitation Case Study
Steve trained in chemistry and biochemistry and later completed his MBA.
Before joining EEF as a Health and Safety Adviser, he was a Principal Environmental Health Officer. His work includes the business benefits of effective health, safety and environmental management, and he’s been involved in delivering EEF’s Occupational Health Strategy.
As part of his role in representing the interests of EEF member companies he is engaged with seeking a sensible view on musculoskeletal disorders from the European Commission.
Sara Phelps
Human Resources Support Manager Stroud & Swindon Building Society
Sara Phelps is an HR professional with experience of the health sector, food and fashion retail and financial services. She currently has responsibility for providing HR support services for Stroud and Swindon Building Society, the 12th largest society in the UK, which includes managing absence, health & safety and occupational health. Sara also practices Reiki.
Nic Marks
Founder of centre for wellbeing
new economics foundation Nic Marks is Founder of the centre for wellbeing and has led the wellbeing programme at nef since 2001. Nic is a recognised expert in the field of wellbeing research and undertakes innovative research in the use of wellbeing indicators in public policy environments. Nic has expertise in relation to individual, social, economic and environmental indicators of wellbeing and has previously applied his work in policy fields as diverse as sustainable development, health and social care, education, culture and the arts, and employment. Nic has experience of devising methodologies to measure well-being, statistical and analytical skills, and a proven ability to interpret findings in a way that makes sense for policy makers, practitioners and the general public. He also has a particular interest in how objective and subjective measures can be used alongside each other to create national and local accounts of wellbeing and in how we can best increase wellbeing within our environmental limits. Nic is regularly asked to attend speaking engagements and occupies a number of advisory positions as a result of his pioneering research. He was the lead author of nef’s innovative Happy Planet Index, a global index of human wellbeing and environmental impact. He is an advisor to the Government of Bhutan, working with the Centre for Bhutanese Studies, on how to construct indicators for assessing Gross National Happiness (GNH). Nic has a degree in Management Studies from Cambridge University, a Master’s degree in Operational Research from Lancaster University and a postgraduate diploma in Change Agent Skills and Strategies from the Human Potential Research Group at the University of Surrey. He is also a qualified psychotherapist and a member of the International Society for Quality of Life Studies – ISQOLS.
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Introduction and Opening by
Conference Chair
Sophie CorlettDirector of External
RelationsMIND
Media Partner:
Organised by:
Supported by:
Silver Sponsors:
Strategic Partner:
The HSE Guidelines and Your Organisation:
The Implications and Practicalities
Peter KellyHigher Occupational Health Psychologist
HSE
Media Partner:
Organised by:
Supported by:
Silver Sponsors:
Strategic Partner:
Commitment, Positivity and Investing in Mental
Health
Brian OldhamGroup Manager for Health
and SafetySomerset County Council
Commitment, Positivity and Investing in Mental Health
Brian Oldham - September 2009
Somerset County Council’s 8-year story
Somerset County Council – 2001
Catalysts for change included:
• Overall Sickness Absence Rate – 10.75 days pp/p.a, • Claims environment since “Walker v Northumberland”• New Directives – CPA
– Graded a “Fair” Authority (with “Good” services)
• Barber v Somerset County Council
Somerset County Council – 2001
Catalysts for change included:
• Overall Sickness Absence Rate – 10.75 days pp/p.a, • Claim environment since “Walker v Northumberland”• New Directives – CPA
– Graded a “Fair” Authority (with good services)
• Barber v Somerset County Council
Somerset County Council - Today
• CPA 2008 - 4-Star Authority “Improving Strongly”
• 14,000 FTEs – 17,000 employees• Overall Sickness Absence Rate – below 5 days pp/p.a, • 550 establishments (including 270 schools)• Autumn 2007 – Launched Southwest One Partnership
Children and Young People
Community
Environment
Resources Schools - Teaching Qualified
Schools - Non-Teaching Qualified
Southwest One (secondees)
Somerset County Council - Today
• CPA 2008 - 4-Star Authority Improving Strongly• 14,000 FTEs – 17,000 employees• Overall Sickness Absence Rate – below 5 days pp/p.a, • 550 establishments (including 270 schools)• Autumn 2007 – Launched Southwest One Partnership
Commitment
Sustained throughout the period. Developed as the culture of the organisation has adapted
Phase 1 – Initial Investment in an Organisational Audit
• Externally delivered – for confidentiality / independence• Tailored for the different audiences• Highlighted areas for urgent attention• Results fedback to staff
Senior Management Commitment
Phase 2 – A period of consolidation working through Corporate and Directorate Action plans which created:
• Investment in training for managers and staff• Investment in improved EAP Support• The Staff and Management Charter
Senior Management Commitment
• Communication over requirements and expectations of job
• Objectives: clarity over ownership and relevance
• Best efforts given - and acknowledged
• Respect for colleagues • Willingness to modify
behaviour• Prepared to listen• Active participation in
meetings
Phase 2 – A period of consolidation working through Corporate and Directorate Action plans which created
• Investment in training for managers and staff• Improved EAP Support• The Staff and Management Charter and……• The People Strategy
Senior Management Commitment
People Strategy
Phase 2 – A period of consolidation working through Corporate and Directorate Action plans which created
• Investment in training for managers and staff• Improved EAP Support• The Staff and Management Charter and……• The People Strategy• The 4 Cs
Senior Management Commitment
How We Do Things Around Here Our 4 ‘C’s – Our Values
Customer Focus
This is about putting the customer at the heart of everything
we do.
Can Do Attitude
This is about getting the job done and
doing it well
Care and Respect
This is about treating others as you would
like to be treated yourself – with care, respect, dignity and
understanding
Collaboration
This is about working with others
to deliver our services
Our MissionWe will provide excellent
services that are accessible, responsive
and sustainable to ensure Somerset is a healthy and vibrant place to live, work
and visit.
Phase 2 – A period of consolidation working through Corporate and Directorate Action plans which created
• Investment in training for managers and staff• Improved EAP Support• The Staff and Management Charter and……• The People Strategy• The 4 Cs• An Risk Assessment process
Senior Management Commitment
“Emotionally intelligent” in Phase 3 – With the introduction of the Corporate Staff Survey as an annual event in 2006;
• High response rate• Results above benchmark norms• Structured feedback • Action for Service Plans• “You said …… we did……..”
and management of expectations throughout the ISiS project
• Initial Consultation process• Employee’s Charter
Senior Management Commitment
Positivity
That commitment has been cascaded down
through
consistent messages reinforcing the values of SCC
Positivity
through:
•Training
•Coaching/Mentoring
•Performance Management
with the support of:
•HR
•Occupational Health Provider
•EAP Provider
Investing in Mental Health
The sign of a organisation confident that it can set challenges for itself:
• Meeting our Local Employment Provision (LEP) Targets• Volunteering for the RETHINK Project• Becoming a “Mindful employer”• Buying into Healthy Workplace initiative • Broadening scope of the Disabled Employees Network • Stretching “Access to Work”
Investing in mental health
Reaping the Rewards
The reputation of the services provided by Somerset County Council has never been higher – and of the Council as an employer
• The partnership with IBM • “Workpower” taken off• The lower cost of sickness absence• Recruitment and retention – graduate scheme• Discretionary investment in work by staff • Positive relationship with HSE
Reaping the Rewards
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Alleviating Stress through Cultural Change and
Valuing the Individual
Alex RickardHR DirectorTowry Law
Alleviating stress through cultural change and valuing the individual
Alex Rickard – HR Director
Towry Law
Independent Wealth Advice and Financial Planning
– 500 employees– 60 managers– 12 offices– 4.1 average number of sick days taken per employee– 46 employees absent more than 10 days in 12 months– Of which 30 on our radar– 9.5% stress related absence
Culture
• Reset 3 years ago
– What’s different?
• New business model• Values based leadership • Strong moral compass• All employees are Shareholders• Towry Law ‘Masters Programme’• Transparency• Integrated wellbeing programme• Strategic/consistent business partner - HR
Wellbeing Strategy
• Employee Engagement Survey• Health Questionnaire• Medical Benefits• Return to Work Programmes• UNUM• On Site Personal Trainers
• Gym Membership
• Health Screening
• Stop Smoking Programmes
• Dietary Support
How do you make it believable?
Its what you actually do
• Moral Compass• Public commitment
• ‘Its important you enjoy coming to work’• Celebrating employees successes• ‘Superstars Event’• Wellbeing Workshops• Coach managers on ‘right way’ behaviour
• Facilitators• Care• Communicate• Use the experts
Case Studies
Alex
Stopped smoking 2 years ago
Took up exercise
Completed 4 half marathons
3 peaks challenge
0 days sick in 2 years
Alice
General sloppy attitude
Performance Improvement
Disciplinary – poor performance
Continuous intermittent absence
Dismissal grounds of capability
Case Studies
Jim
Personal issues
Asked for help
Specific fitness programme
Promotion
Watching eye
Holly
Absence with work related stress
Manager / HR Facilitation
Unum Rehabilitation / return to work
Regular reviews / mentoring
No further absence
Thank you
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Supporting, Engaging and Managing Stress through Organisational Change
Alison DunnHead of Treatment
ServicesTransport for London
2
Supporting, Engaging and Managing Stress through Organisational Change
Alison Dunn
Head of Treatment Services
Occupational Health, Transport for London
Support for employees through Organisational Change
• Research on organisational change and employee health and wellbeing
• Feedback from project on ‘resilience in times of change’ conducted jointly by CBI and UKWON presented in November 2008
• London Underground – a case study
4
Research on organisational change and employee health and wellbeing
Health in Restructuring Report 2009 –supported by EU commission and aided by Unison – a 5 point plan ‘to prevent health and safety issues’:
1. Employers must be open about proposed change and consult properly
2. Employees should have access to counselling
5
HIRES Report continued3. All employees should be treated fairly, the
process should be transparent and workers who lose their jobs should be properly compensated
4. Restructuring should take into account all the possible negative side effects
5. Lifelong learning should be made available to help workers find other jobs more easily
www.fact.aract.fr/download/site- principal/document/pdf/rapport-hires.pdf
6
CBI-UKWON project: Resilience in Times of Change
• Examined existing research
• Case studies conducted in four organisations
• Using learning to create the structure for a resource kit
• Testing out the resource kit
7
Organisational Resilience
• Empowers people and companies
• Enables them to adapt and thrive with the ability to shape change
• Enables versatility, employability, innovation, sustainability, cohesion, and competitiveness
• Individually enables people to maintain a sense of their contribution in the bigger picture
8
Lessons identified from case studies
• Stress/wellbeing issues affect people at all levels at times of change
• Systems must be put in place to support employees at the start of any change process
• Need to answer the ‘me’ questions of employees first in order that they can then engage
9
Lessons identified continued
Change works best when
• There is buy in for the transformation at all levels – it is important to find a way to engage employees with the vision for the future
• Employees are reflectively engaged therefore need productive spaces for this reflection
• Dialogue creates resilience through engagement
10
Next steps – the Analytical Resource Kit (ARK)
• A tool to assist companies with creating the conditions in which employees can deal with the consequences of change more effectively
• Aimed at reducing the anxiety, resentment and demotivation which results in resistance to change
• Designed to enable employees to survive change and build effective ongoing relationships
11
ARK• Based on self assessment, reflection and guided
learning
• Asks questions – is not prescriptive
• Measurement at individual and organisational level – leading to recommendations
• Identifies gaps and tools that can improve systems, understanding and performance
• Will be made available via a website
• www.resilient-organisation.org12
Organisational Change in LU
2009 has been a year of substantial change in LU involving job losses and restructuring due to:
• The ongoing upgrades programme – eg service control centres
• Operating cost review – supporting change and improvement
• Bringing two thirds of maintenance back in house following the collapse of private firm Metronet
13
Organisational change in LU: the Occupational Health Role
• Talking to key players at senior level at an early stage
• Putting together key messages for managers on supporting employees through change
• Working with the employee comms team
• Working with HR
• Contributing to training for managers
14
Key messages
• Change is stressful
• Importance of good and timely communication
• Self Care
• Supporting teams
• Supporting individuals
15
Training for managers
Close working with LU PCI team who provided:
• An approach to stakeholder engagement
• A guide to managing people through change
• Workshops– Familiarising with the guide– The 12 behaviours of effective leaders through change– Case studies
• Comprehensive training
16
Summary – some key points
• Managers need to understand the impact of change
• Resources for support for managers
• Communication & dialogue is crucial
• Engage employees with the changes
• Managerial support & counselling for individuals
17
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Pressure and Resilience:
Proactive Prevention
Matthew HawkinsOccupational Health Operations Manager
Unilever UK
Pressure and Resilience Matt Hawkins Occupational Health Operations Manager
Aims
To share:
• approach for integrating mental well-being strategy & programme into business operations (Vital Minds)
• measurement of resilience behaviours• learnings
Our Unilever
The Unilever Mission
Our mission is to add Vitality to life. We meet everyday needs for nutrition, hygiene and
personal care with brands that help people look good, feel good and get more out of life.
• Vitality represents positive attributes including health, energy and resilience.
• Occupational Health UK’s mission is to ‘drive business performance through health and vitality’.
VITALITY
COMPLIANCE
STRESS POLICY
VITAL MINDS LINE MANAGERTRAINING
EMPLOYEE RESOURCES
STRESS RISKASSESSMENT H&S EAPRESILIENCE HR/PEOPLE
SKILLSCASE
MANAGEMENT
PRIMARY TERTIARY
SECO
ND
AR
Y
What is Vital Minds?
• Standard Pressure Management tool
• Measure and build Resilience• Dual diagnostic• Organisational/group/
leadership effectiveness• Sustainability• OH driven, Management led• Links to Global People Survey,
etc.• Compliance
Facilitated teamsession
Action plan &
review
Questionnaires
About resilience
The ability to function successfully, recover from setbacks and grow to meet future challenges
Solutions Solutions focusfocus
ControlControl
EnergyEnergy
SelfSelfInherent Inherent OutlookOutlook
AdaptAdapt--abilityability ResilienceResilience
Resilient people have been shown to exhibit the following behaviours:
• An active ‘can-do’ approach to problem solving• A propensity for seeking and staying in control and accepting
responsibility for themselves and their actions• They are focused, purposeful, committed and passionate about
what they do• They have respect for themselves and invest in that asset • They have a positive outlook
Outcome• They are emotionally intelligent with demonstrable intellectual and
emotional agility - adaptability
Resilient behaviours
Measurement
• Active problem solving through Solution Focus
• Taking Control and personal responsibility
• Focus of effort and Energy• Investment in Self• Positive Outlook• Intellectual and emotional Agility
Links to other business processes
• FitBusiness• Brand-linked team building opportunities• U-Choose
- Physical activity, e.g. gym, GCC- Complimentary therapy- Social club
• Vitality Steering Committees• PDP• Culture management
Learnings
• Understanding preventive rationale & sustainability• Effective leadership v compliance• Timing• Align to operating framework• Including contractors – challenges• Directing focus from results to solutions• Can of worms• Objectivity from subjectivity• Personal element / sphere of influence
Media Partner:
Organised by:
Supported by:
Silver Sponsors:
Strategic Partner:
Pressure Management: The Tools to Maintain
Productivity and Reduce Stress
Angela WhiteheadHealth Manager, One Health
BP
Pressure Management
Angela WhiteheadUK OH Manager –
BP10th
September 2009
Who, or what is BP ?
•
Multinational oil company
•
Employ approximately 90,000 staff operating globally
•
Challenging environments and economic frameworks
•
Three main divisions:
Upstream, Exploration and Production
Downstream, Refining and Marketing
Corporate and Functions
•
A company characterised by independence of thought and innovation
•
Developing framework of managerial and systematic control
Why pressure management?
•
BP as a company have recognised
−
Need to support and protect it’s intellectual knowledge assets
•
We employee high achieving, self directed individuals
−
Expectation to be innovative, progressive and high performing
−
Performance driven and measured organisation
−
Need to attract and retain high calibre employees
•
Recognised we need to support our employees
−
Plus encouraging a positive psychological health approach
−
Acknowledging we need to deal with any negative issues & outcomes
What was the catalyst for action?
•
Set against the background of the preceding information we were aware of increasing concern from staff and businesses about managing pressure at work.
•
Managing “stress”
was a difficult place to start. Dealing with pressure at work was much more readily accepted
•
Health was being looked to as a centre of expertise and the HR and HSSE communities wanted an accurate defined source of information.
•
We decided to create a source of information and specific tools to support action
MindMatters
Why a web site ?
•
BP is an organisation that does not necessarily respond well to absolute directives or central programmes
•
We needed to develop a way of sharing information and programmes quickly and simply, all information is;
professionally validated
easily accessible
uncomplicated
relevant and helpful
relevant local information easily accessible
core central resource
MindMatters Tool box
•
A comprehensive ‘Tool Box’
of resources, training and information is available.
•
This includes on line self help sections as well as advice on training programmes.
•
Stress Tools is a risk assessment toolkit designed to help BP businesses to:-
−
identify and prioritise work-related sources of stress
−
take practical action to prevent or mitigate harm to psychological health, and improve business effectiveness.
−
developed with the Keil Centre in Scotland and is supported by them
Stress Tools
•
Includes 3 risk assessments for work-related stress and a set of stress management standards.−
Task-based risk assessment -
a set of prompts which highlight stressors and other human factors hazards which are relevant to complex, unusual or hazardous tasks
−
Team-based risk assessment -
a questionnaire-based assessment, identifying team levels of stress, prioritising most
important work-related stressors
−
Future-focused risk assessment -
identifies the most likely stressors arising from a planned project or organisational change
•
All supported by a set of stress management standards provide guidance on how to prevent certain work-related stressors causing stress.
Stress Tools
•
Main use is of team risk assessment
•
Can be broken down by team/role/geography
•
Use of multiple languages
•
40 common stressors but can have specific additional stressors added
•
Completely confidential
•
Provides both quantitative and qualitative information
•
Compares this information with baseline data on “typical”
populations
•
Will also allow internal comparisons
Stress Tools; Responses
•
Staff:Really made me focus on what the key issues were and what I could do about them.First time we had a chance to seriously provide information
about what is really concerning us
•
Managers/ HRA well thought out process which gave us much more understanding of the issues we needed to look at.Was really amazed at the feedback, honest and thought provokingOnce we had the information I understood why this whole process required commitment and facilitationQuite a challenge but enormously helpful, glad we followed
through on it all.
Uptake
•
Mind Matters is being used globally, we need to expand local section and languages to increase the uptake. Reviewing format to simplify
•
Stress Tools has been used in sixteen different countries and by all segments and functional groups
•
Following use of these programmes business groups are developing and embedding strategies to manage pressure effectively.
•
Proactive steps are being taken to include pressure management in projects
•
When difficult programmes are being put in place, such as movement of location, or business transition, managing the psychological impact on staff is now a core part of the plan
Next steps……..
•
Having information available as a web resource works for our organisation
•
Our basic tool set has worked well, following feedback we are now looking to expand “self help “
and information sections
•
Businesses now beginning to use base information as a good source, then develop more tailored packages
•
Working to encourage businesses to also look to local resource to work with them
Questions
Thank you
Sources
•
BP Mindmatters
•
The Making of a Corporate Athlete –
Loehr, J. & Scwatrz, T. Harvard Business Review
•
The Health and Safety Executive http://hse.gov.uk
•
NIOSH -
http://www.cdc.gov/niosh/
•
World Health Organisation http://www.who.int/en/
•
The Keil
Centre Limited
Direct Dial.
+44 (0) 131 650 0952
5 South Lauder Road
Edinburgh
EH9 2LJ
Media Partner:
Organised by:
Supported by:
Silver Sponsors:
Strategic Partner:
Rehabilitation and the Health of the Minds in
your Organisation
Steve WalterHealth Safety Climate &
Environment AdviserRehabilitation Case Study
2
Rehabilitation and the health of the minds in your organisation
Stress and Mental Health @ Work: Proactive Solutions Forum 2009
10th September 2009
Steve Walter
3
3
400/00/06
4
500/00/06
5
7
7
8
8
Management
Ordinary plain, good management and regard for people may well be as effective a way of dealing with stress and reducing its effects as a high profile approach to stress and its management.
HSE, Stress at Work 1995
900/00/06
9
10
1 0
WorkWork
FamilyFamily
FinanceFinanceFriendsFriends
PersonalityPersonality
HealthHealth
1100/00/06
1 1
12
FAST TRAIN APPROACHING...
One Tree Hill
13
1 3
Stress and mental health
The cappuccino society
Breakdown ’97 ’99, symptomsunderlying causes
stress at home and work, compoundedminor episodes ’02 ’03 ‘04
Diagnosesacute psychotic episodestress-related illnessschizo-affective disorder bipolar affective disorder
14
1 4
Stress, mental health and rehabilitation
Indicators - early signs
increased excitabilitycoincidencesdisconnected thoughts Delusions…spies
15
1 5
Stress, mental health and rehabilitation
Rehabilitation
home – 3months, 2 months, 2 weeks, 1 weekconfidence…to boil an egg…
workkeeping in contactplanning with occupational health, psychiatristreasonable adjustments…crossing the threshold - just in for a ‘cup of tea’1-2-3 days a week flexible hours, at first ‘lighter’ dutiesjob description - expanded roleworking at home, specific tasks
18
1 8
Mental Health & Rehabilitation
Returning to work
most people with mental health problems recover completely
jointly consider contributory factors and possible changes or adjustments
be realistic about workloads, set achievable goals
frequent informal chats, constructive feedback
avoid making the person feel they are a ‘special case’
19
1 9
Mental Health & Rehabilitation
Reasonable adjustments
phased return to workstressful aspects of the job, rearranging responsibilitiesadjusting job content reviewing training, development or support needstime off for therapeutic sessions (all medical problems)changing shift patterns, or part-time/job-shareflexible working around agreed outputslater/earlier start to avoid rush hour travelany physical adjustments? quiet spacesupport with childcare
20
2 0
Stress, mental health and rehabilitation
AppendixCreativity…
So, so you think you can tell Heaven from Hell, blue skies from pain. Can you tell a green field from a cold steel rail? A smile from a veil? Do you think you can tell...?
Pink Floyd, Wish you were here. Roger Waters 1975
2100/00/06
2 1
22
2 2
Stress: methods of assessment
Qualitative: Informal talksPerformance appraisalsFocus groupsReturn to work interviews
Quantitative: Sickness/absence dataProductivity dataTurnoverSurvey
23
2 3
Work organisation
Your work
Relationships with managementBeing valuedWork-load issuesRelationships with colleaguesPhysical environment
Your wellbeingwww.workorganisation.org.uk
Neutral - not leading questions
2400/00/06
2 4
EEF Work Organisation Questionnaire
25
2 5
EEF Work Organisation Questionnaire
Indicate how each of the following has been for you in the last six months
rating from Very good (5) to Major problem (1)e.g.
clear roles and responsibilitiesfeedback on your performancevariety in different tasksopportunities for learning new skills
26
2 6
EEF Work Organisation Questionnaire
How often over the last six months have you experienced the following symptoms
rating from All the time (4) to Never (0)
e.g. become easily bored?become easily annoyed or irritated? done things rashly or on impulse?found your feelings easily hurt?
27
2 7
EEF Work Organisation Questionnaire
Your work - over the last six months
Appreciation of efforts from line managers / supervisers
How you rate your workloadVery Good GoodNot a problemSlight problemMajor problem
28
2 8
EEF Work Organisation Questionnaire
ReportIdentifies ‘good’ as well as ‘bad’
Analysis provides evidence of both positive and negative responses, encouraging a balanced view of workplace organisation.
Where problems exist, the report suggests interventions that may help(plus links to relevant training opportunities that can provide the skills your team need to tackle the issues).
29
2 9
EEF Work Organisation Questionnaire
Your well-being - over the last six months
Become easily tired?Found it hard to make up your mind?
All the timeOftenSometimeRarelyNever
3000/00/06
3 0
Work organisation
31
3 1
EEF Work Organisation Questionnaire
Top 5 questionsrated good v
good
Organisation > 65%
All organisations
45%
32
3 2
EEF Work Organisation Questionnaire
Top 5 questionsrated major
problem v slight problem
Organisation>60%
All organisations>25%
33
3 3
EEF Work Organisation Questionnaire
Next steps - free
log onto websiteregister to use the tool
company validation codecompany report code
decide how to enter responses (on or offline)enter responses (20 or more) view company report
34
3 4
The opportunity to be creative and innovative at work is essential to our well being…
Marmot, Segriest, Theorell and Feeney, 1999
35
3 5
Wellbeing
Well-being refers to positive and sustainable characteristics which enable individuals and organisations to thrive and flourish
(The Wellbeing Institute, Cambridge)
…a contented state of being happy and healthy and prosperous
36
3 6
Tips for staying happy
• Keep physically active• Eat well• Only drink in moderation• Value yourself and others• Talk about your feelings• Keep in touch with friends and family• Care for others• Get involved, make a contribution• Learn a new skill• Do something creative • Take a break• Ask for help
Making it Possible: Improving Mental Health and Well-being in England (CSIP 2005)
37
3 7
*gsk: sustainably high performance
Paradigm shift
Move from to
Managing time managing energy
Avoiding stress seeking challenge & stretch
Downtime is wasted time downtime is productive time
Life is a marathon life is a series of sprints
Self-discipline rules rituals rule
Investing time investing energy
38
3 8
Rolls-Royce
7 Workstyle maxims To increase efficiency and enhance well being
1 Beware the long hours culture being present (presenteeism) and efficiency do not always go hand in hand
2 Learn a ‘switch off’ techniqueprepare for a wind down after work
3 Be a ‘holiday spacer and time pacer’adopt a workstyle that allows for better work life balance
39
3 9
Rolls-Royce
7 Workstyle Maxims (cont…)
4 Take a regular lunch breakflexible working hours reduces sickness absence
5 Take regular workstation or pc breaksbreak up your work with intermittent breaks
6 Use the personal communication optionwhere possible walk and talk
7 Practice ‘mindfulness’
actually be aware of the activity you’re involved in
4000/00/06
4 0
41
4 1
Web refs
EEF’s Work Organisation Assessment Toolwww.workorganisation.org.uk
Line Managers’ Resource (see www.shift.org.uk)
British Occupational Health Research Foundation (BOHRF) Workplace Interventions for People with Common Mental Health Problems (A summary for employers and employees).http://www.bohrf.org.uk/downloads/cmh_emp.pdf
Occupational Health Psychology: Key papers of the European Academy of Occupational Health Psychology 6th Annual Conference 24-26 November 2004
4200/00/06
4 2
43
44
4 4
Thank you
Steve Walter Director, Making Connections Matter
Fast Train Approaching…www.makingconnectionsmatter.org
Media Partner:
Organised by:
Supported by:
Silver Sponsors:
Strategic Partner:
Stress on a Shoe-String: Providing a Supportive
Framework with Limited Resources
Sara PhelpsHR Support Services Manager
Stroud & Swindon Building Society
Stress on a Shoe-String: Providing a Supportive Framework with Limited
Resources
Sara PhelpsHR Support ManagerStroud and Swindon Building Society
“Stress makes people more likely to drink too much alcohol and interferes with sleep. Individuals
suffering from stress are likely to find sleep difficult because adrenaline and cortisol will interfere with
the body’s ability to switch off and relax”
CIPD Report– “Building the business case for managing stress in the workplace”
Reactive Measures Can Bring Success
Stress Absences at SSBS
Stress Absences 2006 - 2009
0
2
4
6
8
10
12
14
16
18
20
2006 2007 2008 2009
Year
Num
ber o
f Stre
ss A
bsen
ces
Acknowledging Stress Absence and Maintaining Contact
>
Establish and maintain contact>
Invite access to a named contact in HR
>
Remind absentee of the counselling support available
Occupational Health
>
Continuity of approach>
Speed of response
>
Knowing the staff concerned
Return to work Programmes
>
Phasing an absentee’s return in terms of hours, duties or both
>
Makes the return after a long absence less daunting>
Ensures that staff do not do too much too soon, avoiding a set back
Associated SSBS Policies
>
Flexible Working>
Career Breaks
>
Dependant Care Leave>
Compassionate Leave
Case Study
Faye – Customer Adviser
Case Study
Faye – Customer Adviser
From Reactive to Proactive: Managing Potential Stress
Be aware Explore symptoms Act on stress Take control
STRESS
Contributory Factors Influencing Success:
>
Effective and regular communication>
Consultation – include staff in outcomes
>
Support staff by providing the means to help themselves
>
Stress workshops for those affected
Absence Figure Comparisons 2008
Q.1 Q.2 Q.3Q.4
3.833.35
5.45
4.11
3.20
2.29
1.66 1.84
0.00
1.00
2.00
3.00
4.00
5.00
6.00
% Time Lost
Quarter
Absence Figures 2008 (% Time Lost)
SSBS
Average for Building SocietySector
Q.1Q.2
3.70
2.87
2.61
1.31
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
% Time Lost
Quarter
Absence Figures 2009 (% Time Lost)
SSBS
Average for Building SocietySector
Enabling Knowledge Through Proactive Learning
HSE Management Standards
>
Demand>
Control
>
Support >
Roles
>
Relationships>
Change
Summary
Rightly or wrongly, we don’t make a big thing about stress
Rightly or wrongly, we don’t, indeed can’t, throw money at stress – it would be nice to have the
chance!
Costs
>
The only direct cost was for the BEAT stress programme and workshops - £3.5k
>
Other costs were for services already purchased for the society:
>
Counselling Helpline – reduced from £4k to £1.5k this year
>
Occupational Health – average spend £10k per annum, on target for £7k this year
>
Learning Management System - £22k
>
Make best use of what we have>
Have effective reactive measures
>
Support staff by providing the means to help themselves
>
Build good working relationships with the occupational health provider
>
Consult, communicate and include
Summary cont/…….
What we do and what seems to work for us…….
Thank You for Listening
>
Sara Phelps>
HR Support Manager
>
Stroud and Swindon Building Society