health & wellbeing february 2010

Health & wellbeing

by Fluid

February 2010

Contents3-4 Introduction to Fluid5-6 Statistics7-8 Managers’ wellbeing9-10 Financial stress11-12 Eye care13-14 Cycle to Work scheme15-19 Implementing a wellbeing

programme20-22 Occupational health23-28 Employee assistance

programmes (EAPs)29-30 Exercise31-33 Gyms34-38 Obesity39-51 Mental health52-53 Case studies54-55 Conclusion and questions

Introduction

Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist

human resources consultancy headed by Tim Holden MCIPD

• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:

- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy

Statistics

Statistics

• Obesity• Stress and mental health• Musculoskeletal disorders

Managers’ wellbeing

Managers’ wellbeing• MEASURES MOST STRONGLY AFFECTING• Unmanageable workloads• Having little control over aspects of the job• Work interfering with home and personal life• Not having enough time to do their job as well as they

would like• Working longer hours than they wanted to• Having little or no influence over performance targets• Being set unrealistic objectives• Not being involved in decisions affecting their job• Managers’ ideas or suggestions not being taken into

account

Financial stress

Financial stress

• Be aware of organisations such as the CAB that can help employees cope with personal debt

• Consider offering a helpline• Alert line managers to look out for signs for

employees may be suffering from money problems• Review benefit packages; offering employees

discounted goods could make a real difference• Consider bonus or incentive schemes to motivate

employees• Consider offering flexible or remote working to cut

employee travel costs

Eye care

Eye care• WHAT TO LOOK FOR?• Cost to employer• Set-up time• How is scheme administered• Support given• Particular selling points

Cycle to Work scheme

Cycle to Work scheme• WHAT TO LOOK FOR?• Brand of bike• Type of bike• Safety items available• Number of stores where available• How is scheme administered• Home delivery/delivery time• Order online/mail order• Marketing support• Software linked to client’s software• Helpline• Set-up time• Cost to client

Implementing a wellbeing programme

Implementing a wellbeing programme 1 of 4• Start at the top; commitment from senior managers is

essential if you are going to make wellbeing a priority• Be business savvy; align wellness goals with business

strategy and highlight links between wellbeing, reduced absenteeism and healthier profits

• Get the finance in place; initial funding is needed-but in the long term, financial savings should follow

• Go back to the drawing board; take a fresh look at existing practices and be prepared to introduce a completely new system

• Create a healthy culture; a wellbeing strategy should mean employees are treated with respect as well as being offered physical health benefits

Implementing a wellbeing programme 2 of 4

• Communicate, communicate, communicate; get the wellbeing message across in a fun and accessible way

• Think laterally; if possible use local practitioners who offer their services at a reduced cost

• Push the barriers; don’t be afraid to suggest radical solutions to intractable problems

• Take a balanced approach; keep employees on side by balancing a tough absence policy with ‘feel-good’ initiatives

• Listen to your people; picking up on ideas from the workforce for wellbeing workshops is a great way of boosting morale


• Encourage openness in reporting health problems, for only one in three individuals reports their ill-health

• Make the goals seem attractive, for example ‘become slimmer, more confident, more energetic, clearer thinking, more decisive’

• Ensure individuals take more responsibility for improving their health by assessing working hours and working environment

• Consider how significant investment in health could improve productivity and reduce absence levels

• Focus on helping people to find ‘hidden’ problems such as high blood pressure and cholesterol levels


• Ensure your health policy and support system is outlined at induction sessions and at regular intervals

• Make sure that you involve other areas of the business, such as occupational health and health & safety-it is also important to build links between the OH professionals and line managers to ensure individual issues are managed as effectively as possible

• Offer a health and wellbeing portal and lifestyle tests online, which is cost-effective and easy to distribute

• Offering a different and more comprehensive screening for older employees does not fall foul of the age discrimination legislation

• Consider hoe the information will be used-who will have access to it? How will you meet the requirements of the Data Protection Act?

Occupational health

Occupational health 1 of 2

• SERVICES USED BY EMPLOYERS• Helping employees on long-term sick leave

return to work• Liaising with NHS/private medical employees• Reviewing absence records• Conducting interviews with employees

relating to their sickness absence• Being the first point of contact when

employees phone in sick

Occupational health 2 of 2

• SELECTING A PROVIDER• Consider the practicalities• Know what you want• Source a provider• Be rigorous in the selection process• Find out the cost

Employee assistance progammes

Employee assistance programmes 1 of 5

• Telephone information and advice• Telephone counselling• Face-to-face counselling• Referral to specialist advisers• Advice service for managers• Website with information resources


• CHOOSING AN EMPLOYEE ASSISTANCE PROGRAMME (EAP)

• Make sure you know who you are buying from and who will be handling the day-to-day service-does the provider offer a direct service with its own trained counsellors or does it outsource to a third party?

• As the market for EAPs develops they are being bundled into different products-seek advice on the best package for your organisation and be clear about what you are buying into

• Pin down precise details-how many hours a day is the telephone service available and can it be accessed from home as well as work, and how many face-to-face sessions are available/for how long?


• CHOOSING AN EMPLOYEE ASSISTANCE PROGRAMME (EAP)

• If usage slips below 5% then something is going wrong-don’t assume that employees know that the EAP is ready and waiting, because research shows that active and regular promotion pushes up usage rates

• You get what you pay for-is it just a token telephone service or is it an integral part of the overall HR strategy?


• GET VALUE FROM YOUR EMPLOYEE ASSISTANCE PROGRAMME (EAP)

• Know your people and what they need• Benchmark different programmes• Work well with your supplier• Make the EAP part of the business strategy• Communicate


• WHAT TO LOOK FOR• Cost per head• Set up time• Essentials of the scheme• Manager training• Support given• Particular selling points

Exercise

Gyms 1 of 2• When constructing a gym include cardio

equipment, multi-gym, free weights, a floor area for stretching and abdominal work, showers, music and water

• Ensure all employees receive fitness assessments and gym inductions before using the facilities

• Put posters up around the office to remind your employees that if they are feeling stressed, a visit to the office gym will release frustration and revive them

Gyms 2 of 2• Put together a comprehensive plan• Find out what people want• Ensure management buy-in• Get the money up front• Market it long term

Obesity

Obesity 1 of 4

• TACKLING OBESITY AT WORK• Explain why size matters• Volunteers please• Tailor the programme• Walk the talk• Anyone for a banana?• Look beyond leotards• Avoid discriminating• Careful with those carrots

Obesity 2 of 4

• PARALLELS WITH TOBACCO• It was largely thanks to ‘discovery’• The kids factor• How cases might be structured• More to digest

Obesity 3 of 4

• LEGAL POSITION• There is no specific legislation to protect

overweight employees from discrimination at work. Lawyers have successfully used the unfair dismissal rules for claimants, and claims may be possible under the Disability Discrimination Act, the Health and Safety at Work Act or even the Protection from Harassment Act.

• The current focus on reducing the population’s weight problem may inadvertently foster ‘fattism’ in the workplace, causing pressure on the government to legislate.

Obesity 4 of 4

• LEGAL POSITION• It would be possible to include weight and

appearance in non-discrimination employment legislation, and a number of US states have already done so. But, given the amount of time needed for ageism to reach the statute book, legislation outlawing discrimination on the grounds of being overweight may be some way off

Mental health

Mental health 1 of 12

• THE FACTS• 76% of employers believe British industry loses

a great deal of talent because it does not know how to best deal with mental health problems

• Around seven in 10 employers recognise that they don’t know enough about their legal position and obligations relating to mental health

• Eight in 10 directors say their company has no policy to deal with stress and mental ill-health in the workplace


• THE FACTS• Nearly three in every 10 employees will have a

mental health problem in any one year-the great majority of which will be depressive and anxiety disorders

• Eight in 10 employers suggest that applicants should disclose any condition prior to being hired, yet less than four in 10 employers say they would consider employing someone with a history of mental health problems


• DEALING WITH MENTAL ILLNESS• Develop a mental health policy• Perform a stress audit• Provide a counselling service• Train managers• Improve physical health• Remove unnecessary stresses• Offer a stress management course


• PROMOTING GOOD MENTAL HEALTH• Empower employees• Boost vitality• Create a sense of community• Change the culture• Act on warning signs• Provide support• Encourage optimism


• MANAGING MENTAL HEALTH IN THE WORKPLACE EFFECTIVELY

• Raise awareness• Recognise early warning signs• It’s good to talk• Remember you are not a doctor


• ANTI-STIGMA POLICIES• Ensure employees are aware of ways to

preserve their mental wellbeing• Promote a culture of respect and dignity

for all, ensuring that employees are trained to recognise mental distress

• Encourage awareness if mental health issues


• ANTI-STIGMA POLICIES• Demonstrate that no one is refused

employment on the grounds of mental illness or disability

• Make reasonable adjustments to the work environment for people with mental health problems

• Take steps to ensure that people with mental health problems are not disadvantaged in terms of available services


• RESULTS IN LONG-TERM ABSENCE• Public sector employees take on average 24 days

for each mental health-related sickness absence, compared to 20 days for private sector employees

• Employees up to the age of 25 take on average 17 days for each absence, rising to an average of 36 days for employees in the 55-65 age bracket

• Men take on average 20 days for each spell, whilst women take on average 22 days


• MANAGING CONVERSATIONS-DO• Have a conversation in a neutral and private

space, not your office• Make sure there are no interruptions-switch off

the mobile phone• Be focused-you only need information that will

help achieve the goal of supporting your employee

• Ask open, non-controlling questions such as ‘I was wondering how you were doing?’


• MANAGING CONVERSATIONS-DO• Use neutral language such as: ‘You seem very low

today’• Always allow the person time to answer• Try to put yourself in the other person’s shoes and

see things from their position• Make arrangements for a follow-up meeting to

review the situation• Always think about confidentiality. It is vital that you

discuss and agree with them exactly who else, if anyone, might need to know and what information is OK to share


• MANAGING CONVERSATIONS-DON’T• Don’t attempt to initiate a conversation in front of

everyone• Don’t initiate a conversation if you’ve got another

appointment looming• Don’t attempt to diagnose-remember pressure such

as: “What’s wrong with you then?” or “Are you stressed or something?”

• Don’t use medical language linked to illnesses-”You seem depressed”-unless the employee uses it


• MANAGING CONVERSATIONS-DON’T• Don’t push for an answer-be patient• Don’t rush in with another question before

hearing the answer you’re being given• Don’t tell the person what to do• Don’t announce someone’s personal

situation to the rest of the team without agreeing what information is necessary beforehand

Case studies

Conclusion & Questions

Conclusion

• Summary• Questions

health & wellbeing february 2010

Documents

wellbeing strategy

wellbeing workshops

wellbeing portal

wellbeing programme20

wellbeing message

health policy

health safety

page 3introduction3page