creating a holistic well-being strategy to boost productivity

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Rachel Suff

Senior Policy Advisor

CIPD

Creating a holistic well-being strategy to boost productivity and engagement

Mace Information Handling Classification: Unrestricted/Restricted/Confidential delete as appropriate in Slide Master 1


Creating a Holistic Wellbeing Strategy to Boost

Productivity and Engagement

Dr Judith Grant

Director of Health and Wellbeing, Mace

Group


Mace Group

Mace is an international consultancy and

construction company, offering integrated

services across the full property and

infrastructure life cycle.

6,300 employees across over 50 countries.

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Health in construction (UK statistics)

14%have lost a colleague

to suicide

90%didn’t ask their

employer for support

60%didn’t tell their

employer the reason

for their absence

88%said there needs to

be more support

* Health and Safety Executive 2016/17

** Office National Statistics

In 2015:

43 deaths from workplace

accidents

454 construction

suicides Construction workers are 10 times more

likely to commit suicide at a rate of 2 per

working day**

1.3 million workers suffering from work-related ill health in

2016/17*25.7 million working days lost due to work-related ill health

in 2016/17*

Work-related stress, depression or anxiety in

2016-17, was up 4.3% up on the 2015-16. The condition

has overtaken musculoskeletal disorders

(MSDs) as the most commonly reported work-

related illness*

5% of Cancer deaths each year are attributable to past

occupational exposures*


Occupational health and wellbeing at Mace


A strategic approach to wellbeing

Stage 1: Engagement with Mace Group Board

• Create a collective definition of wellbeing in the organisation to align with business strategy and health

risk.

Stage 2: Awareness and Communications

• World Mental Health Day 10th October “Don’t let problems brew inside – take some tea and talk it out”.

• ‘Starting the Conversation’ and ‘Continuing the Conversation’ films.

• Mace Wellbeing Week 13th November 2017, 5th November 2018 – Five Ways to Wellbeing Theme.

Stage 3: Measurement

• Wellbeing Survey in November to get a baseline measure of health to proactively target interventions to

identified issues.

• Mental Health questions in survey include confidence in revealing MH condition at work.

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Mace Information Handling Classification: Unrestricted/Restricted/Confidential delete as appropriate in Slide Master 1 8

Stage 4: Training

• Full roll out of mental health awareness in 2018, aligned to Wellbeing Survey

findings.

• Collaboration across construction industry to ensure approach to mental health

aligned across clients, principle contractors and supply chain.

Stage 5: Interventions

• Working closely with HR and Employee Benefits team to promote benefits and to

align them with proactive interventions.

Stage 6: Process

• Considering psychosocial risk, as well as more traditional health risk, as part of

safety concurrence.

• Work with supply chain to ensure all individuals on Mace sites are aware of support

available and all aspects of health risk are considered.

• Wellbeing is an integral part of the Mace Responsible Business Strategy 2022.

A strategic approach to wellbeing


Wellbeing Week 2017

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Wellbeing Survey – Robertson Cooper ASSET

• Validated wellbeing measure

• Personalised ‘Resilience Snapshot’ report for all employees

• ‘Core’ results benchmarked against General Working Population 2017 (Robertson Cooper)

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Resilience Work Pressures Health SymptomsPsychological

WellbeingEngagement Health Behaviours

Confidence

Adaptability

Purposefulness

Social Support

Resources and

communication

Control

Balanced workload

Work relationships

Job security and change

Job conditions

Psychological health

Physical Health

Sense of Purpose

Positive Emotions

Overall engagement

Perceived commitment

from Mace

Commitment to Mace

Smoking

Diet

Exercise

Sleep

Flexible

Working

Mental health and

wellbeing

Health and safety

behavioursProductivity

Good day at work

experienceOther

Travel time

Flexible working

Comfort having

conversations about mental

health

Responsibility for wellbeing

Physical work environment

Line manager talking

about health and

safety

H&S ‘culture’

Productivity

Absence

Presenteeism

Number of good days

at work

Free text comments

Mace engagement

questions

Turnover intention

Advocacy

Inclusivity


Cross-sectional analysis of survey

Presenteeism

• Around half of employees have shown

presenteeism – and as such are 25% less

productive on those days

• The data suggests that presenteesim (directly

compared to absence) is worse for employee

health and wellbeing

Turnover

• We are able to demonstrate a clear link between

wellbeing and intention to leave.

Engagement

• Wellbeing had a stronger impact on productivity

than engagement.

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0

10

20

30

40

50

60

70

80

90

100

0 20 40 60 80

Pro

du

cti

vit

y (

%)

Psychological Wellbeing

A moderate link between Psychological Wellbeing and

Productivity demonstrated through the survey data (r=.48).

Employees with higher levels of wellbeing report higher

levels of productivity.

Productivity


Results dissemination and next steps

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- Wellbeing Snapshot report for each employee

- Area and team reports (above 8 respondents)

- Health dashboard – health behaviours and

psychological wellbeing

- ‘Wellbeing Conversation’ – team discussions on

results and action

- Mace Wellbeing Framework development

- Informed Mace Health and Wellbeing Plan to 2022.


Focus for Health and Wellbeing at Mace to 2022

Focus area one: proactively managing health risks, ‘first, do no harm’

We will look to proactively manage health risks using the PREVENT, INTERVENE, and REHABILITATE principles.

Focus area two: creating wellbeing opportunities

This may be through information, activities or services.

Focus area three: Using thought leadership to influence our industry and share best practice

We must track industry developments and contribute to all relevant forums – awards, pledges, academic collaboration

and industry events must be included to ensure others benefit from our learnings and vice versa.

Focus area four: Healthy buildings

The projects we deliver to shape our cities should be designed, constructed, and maintained with

everyone’s health and wellbeing in mind.

Focus area five: Community wellbeing

The health and wellbeing of the communities we work in is just as important as our own—we must take

steps to positively impact on our neighbours and local communities.

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[email protected]

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mailto:[email protected]

Creating a Holistic Wellbeing Strategy to

Boost Productivity and Engagement

Working with Employees and partners to deliver workplace

wellbeing programmes

Cornwall Council – The Challenge• Unitary Authority formed in 2009

• Cornwall’s largest employer

• Geographical and operational challenges

• Financial challenges

The solution?

• Gaining management support and legitimising wellbeing

• Utilising the enthusiasm and interests of employees to facilitate engagement and deliver initiatives.

• Working with partners to pool resources.

Gaining management support and legitimising wellbeing (Top Down)• Attended Senior leadership team meetings to discuss vision

• Emphasised the importance on employee engagement and not solely S/A reduction

• Sought senior role models and advocates

• Discussed removing the stigma of “fluffy wellbeing”

• Management commitment to release champions 20hrs per year

• A dedicated Wellbeing budget to be administered by HSW

• Normalising wellbeing as part of the day job – open meetings at all council locations

• Creation of a new role profile and accountabilities for champions

• Creation of appraisal objectives

• Tailored 1 day champion training course

Utilising employees – Champion network (bottom up)

• 6 weekly corporate wellbeing newsletter

• Create “lead” champion group (Embed ownership)

• Provide small grants scheme for wellbeing initiatives

• Developed annual Champion conference for training, development and reward

Utilising employees – Champion network (bottom up)

Champions

Interventions Training and Development

Support and SignpostingPolicies and Procedures

Family friendly SupportAttendance Management PolicyMental Health Policy/strategy

Contribution related pay (CRP)Flexi-time & flexible working

Whistleblowing policyVolunteer policy

Smoke Free PolicyDomestic Abuse Policy

Alcohol, drugs and substance Policy

Mindfulness programsLifestyle clinics

Healthy Eating Opportunities across all outlets

Fast track Physiotherapy ServicesWellbeing Check program

HSW ChampionsLead groups

Small grants processWalk/Run Groups

Activity ChallengesCycle to Work Scheme

Mental and physical health referrals Personal best support Benchmarking and

RecognitionNational Award - CIPD

Mindful EmployerWorkplace wellbeing charter

Cornwall Healthy Workplace Gold Award Employee survey

Health needs assessment *………………………….

Champion Role profile Annual champions conference

Senior management support and attendanceEmployee awards

Occupational HealthHealth Safety and wellbeing Newsletters

Health and wellbeing Web PagesDesignated wellbeing email address

Confidential Counselling Health AssessmentsHSW Champions

Stress toolkit CC choices

Employee Voice groupsHealth Campaigns & Self Help resources

Cancer support and guidance – Macmillan Domestic Abuse Risk Assessors

Well at Work trainingDifficult Conversations

Health Champion TrainingDASV Manager Awareness

ASISTMECC training

Menopause Self care Training Alcohol and Drugs Managers AwarenessMental fitness and Dealing with Pressure

Mental health first aidCornwall Leadership Academy

Manual Handling TrainingWalk/run lead Training

Weight Management and Smoking CessationFirst Aid Training

Positive about Health and Wellbeing

Working with partners to pool resources

Results

• Increased Staff engagement

• Improved morale by 12%

• High levels of participation in initiatives

• Good return on Investment

• Sustainable Wellbeing Programme

• External recognition

creating a holistic well-being strategy to boost productivity

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