stress & mental health @ work: proactive solutions forum 2009 · 2019-02-24 · stress &...

Stress & Mental Health @ Work: Proactive Solutions Forum 2009

Organised by:

www.hrreview.co.uk

Thursday 10th September 2009 Broadway House, London

Media Partners:Strategic Partner:

Silver Sponsors:

workplacehealthcare

Supported by:


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



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.

For all your event management needs...

Symposiumevents

Conference Management Working in partnership with companies, public sector organisations, think tanks, trade associations, voluntary sector and so on, we can help you produce events ranging from half day seminars to week long conferences. Symposium can handle all aspects of production, including speaker support, staging, lighting, AV, set design, logistics etc.

Conference Consulting If you feel you need advice and support, but want to do some of the work with your inhouse team, Symposium can help you plan and manage your event. Our experienced team will work with your own staff to supplement and enhance their capabilities and ensure a top quality event.

Event Production For non-conference events, such as fun days, client entertainments, annual parties. Symposium can conceive, plan and execute the perfect day for your staff, clients or colleagues.

Symposium Events provides a wide range of event management and marketing services. We will run entire events for you or offer specialist consultancy and marketing support.

Training Days Symposium can organise bespoke training days for clients - either re-running topics from our public conferences for a private audience or designing packages for your individual needs.

Marketing and PR If you need assistance with marketing and public relations - whether events related or more generally - Symposium’s team has years of experience working with clients ranging from leading plcs to start-ups.

Contact Us Please contact us for further information: William Porter, Commercial DirectorSymposium Events LtdSuite 5 , One Mill Street, London SE1 2DF Tel. 020 7231 5100 Fax. 020 7231 5227 email [email protected]

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.

To re

gist

er c

all 0

20 7

231

5100

or v

isit

ww

w.s

ympo

sium

-eve

nts.

co.u

k



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.

Media Partner:

Organised by:

Supported by:

Silver Sponsors:

Strategic Partner:

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


• 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


People Strategy


• Investment in training for managers and staff• Improved EAP Support• The Staff and Management Charter and……• The People Strategy• The 4 Cs


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.


• 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


“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


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

Media Partner:

Organised by:

Supported by:

Silver Sponsors:

Strategic Partner:

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

Media Partner:

Organised by:

Supported by:

Silver Sponsors:

Strategic Partner:

Supporting, Engaging and Managing Stress through Organisational Change

Alison DunnHead of Treatment

ServicesTransport for London

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

http://www.fact.aract.fr/download/site-principal/document/pdf/rapport-hires.pdf

http://www.fact.aract.fr/download/site-principal/document/pdf/rapport-hires.pdf

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

http://www.resilient-organisation.org/

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

Media Partner:

Organised by:

Supported by:

Silver Sponsors:

Strategic Partner:

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

http://hse.gov.uk/

http://www.cdc.gov/niosh/

http://www.who.int/en/

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

http://www.makingconnectionsmatter.org/index.asp

400/00/06

4

500/00/06

5

6

6

The brain

http://baldgeek.files.wordpress.com/2007/12/the-brain.jpg

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


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


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

http://www.workorganisation.org.uk/

2400/00/06

2 4

EEF Work Organisation Questionnaire

25

2 5


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


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


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


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


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


Top 5 questionsrated good v

good

Organisation > 65%

All organisations

45%

32

3 2


Top 5 questionsrated major

problem v slight problem

Organisation>60%

All organisations>25%

33

3 3


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

http://www.workorganisation.org.uk/

http://www.shift.org.uk/

http://www.bohrf.org.uk/downloads/cmh_emp.pdf

4200/00/06

4 2

44

4 4

Thank you

Steve Walter Director, Making Connections Matter

Fast Train Approaching…www.makingconnectionsmatter.org

http://www.makingconnectionsmatter.org

http://www.makingconnectionsmatter.org/index.asp

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

http://www.mortonbranding.com.au/files/Content/Shoelaces_20050719_001.jpg

“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

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

stress & mental health @ work: proactive solutions forum 2009 · 2019-02-24 · stress &...

Documents