Health and Wellness Work Learning Objectives Health and
Health and Wellness @ Work
Learning Objectives
Health and Wellness @ Work Employee Health is an Organisational and Personal Issue “He who has health has hope and he who has hope has everything” – an Arab Proverb
Health and Wellness @ Work Poor health costs: q q q Poor performance Poor Productivity Absenteeism Presenteeism Disengagement
Health and Wellness @ Work Positive Health (wellness and wellbeing) pays q q Improves productivity and performance Reduces absenteeism Improves morale and engagement Provides a competitive advantage
Work is Essential for Health Mental Health consists of ‘lieben und arbeiten’ (loving and working) “No other technique for the conduct of life attaches the individual so firmly to the reality as laying emphasis on work: for work at least gives a secure place in a portion of reality, in the human community” Sigmund Freud
The health of the individual and the health of the organisation • Complex systemic psycho social relationship • Organisations can create health problems – risk and the psycho social aspects of work Stress Whitehall Study • Organisations can support ‘healthy functioning’ and support positive health behaviour
Warr’s Vitamin Model • • • Opportunity for Control Opportunity for skill use Externally generated goals Variety Environmental Clarity Availability of money Physical security Opportunities for interpersonal contact Valued social position
The Unhealthy Organisation
The working context Uncertainty and Instability Always on work structures Move from fixed to uncertain roles More for less Performance monitoring and management Continual change and reorganisation Breakdown in traditional deal Loss of Security and Loyalty Work intensification
The State of Working UK Loss of productivity from those ill but still in work estimated cost of £ 15 billion from mental ill health alone (Sainsbury Centre for Mental Health) Around 175 million working days lost to sickness absence each year cost to economy >£ 13 billion a year (CBI) 38% of employees feel under excessive pressure in their jobs 46% of employees have noticed an increase in stress levels 33% of employees intend to change jobs when conditions improve 26% of employees don’t think they have the right work life balance MSD's affect 1 million in the UK - cost to society approx. £ 7 billion. (Work Foundation)
Stress Disease Model Professor Cary Cooper
Running on empty Many organisations are running on empty… trying to get to full
Poor Health Costs
The Healthy Organisation
The Healthy Organisation (with healthy individuals) • Organisational Infrastructure that supports healthy ‘adult’ functioning: an Authentizotic Organisation (Ket de Vries) that is psychologically ‘containing’ • Task, roles and authority clear • Autonomy • Development • Employee Voice • Processes that addresses risks at work • Managing absence • A culture of wellness and vitality
Creating a Successful Virtuous Circle Healthy People Healthy Culture Healthy Profit
Energy Dynamics In Organisations Driven by Individual Behaviour Energy Driven by Social Interaction Catalyst Individual Energy Dynamic Energy Stimulus Influence Individual Energy Driving Organisational Energy Platform Driven by Organisational Infrastructure Team Energy Driving Organisational Energy Dynamics Team Energy Dynamics Energy Platform G. Schiuma, S. Mason, M. Kennerley. Cranfield Scool of Management
Creating a Culture of Health & Wellbeing • Moving from illness and absentee management to promoting, encouraging, supporting and rewarding positive health • Providing education and promotion • Providing tools to support health • Providing facilities • Providing support • Evaluating interventions
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