Health And Wellbeing Good Practice Guide - ClickDimensions

/08PlanningPromoting health and wellbeing inthe workplace is about more than justhealthy living initiatives or new employeebenefits. It’s about working with yourpeople to develop strategies to improvetheir wellbeing, and giving them clearframeworks and practical support to dothis. Your health and wellbeing strategydoes not need to be a written document,or distinct from your other strategies.It can be included in your employeehandbook, pay and benefits policy,induction programme and overarchingbusiness plan.Why is planning important?How can we get there?It’s important to consider why yourorganisation wants to support healthand wellbeing, and what your peoplewant, or need. Providing additionalsupport in this area is a way ofrecognising people’s contributionsand showing them that they are valued.This can be very beneficial in termsof motivation and retention.Having assessed where your organisationcurrently stands on the issue of healthand wellbeing, and considered what youwant to achieve by investing in it, plansfor improvement can be made. Keepyour strategy simple and make sure itis communicated effectively. It may bebeneficial to write down exactly what theplan is and circulate it, or use a diagram orpicture to represent the different stagesof the proposal.By studying any available data orresources it may be possible to identifyparticular trends or difficulties that areaffecting individual or organisationalperformance – for example, sicknessabsence or stress can have a negativeimpact on quality and productivity.Monitor the tasks in your business planthat link objectives and targets with thehealth and wellbeing of your people.Focus on areas where investing time,money and effort could benefit yourorganisation’s aims.Top tips for effective planningGather evidenceCollect as much information aspossible – this could includemanagement reports, staff surveys,performance reviews, and occupationalhealth reports. Statistics are usefulfor identifying trends and focusingattention.Liaise with senior managersExplain the benefits of good health andwellbeing to senior managers, usingthe evidence you have gathered.Investors in People Health and WellbeingBe proactiveDon’t wait for management reports,or to be told about problems at exitinterviews.Talk with employeesIdentify what is valuable in yourorganisation’s existing approaches,and where improvements canbe made, by asking employees ifthey feel supported. Once a newapproach has been decided, keepeveryone regularly informed ofprogress. If you show your peoplehow their support is valued, thestrategy is more likely to succeed.Focus on what’s importantKnowing what to prioritise is oftenthe first big challenge. Budgets andtime are limited, so focusing on somequick wins can generate investmentfor more challenging initiatives.Measure from the startBefore beginning any new healthintervention, it is important that youknow how you are going to evaluateits success. Effective measures willhelp identify what is, or isn’t, working.

/09People issues in planningUnderstanding your organisation’sneeds through analysis and employeeengagement is crucial to planningeffectively. When developing thestrategy, ask yourself: W hat health and wellbeing issuesare affecting our organisation? D o we know how to support thehealth and wellbeing of our people? W hat support do we have in place forour employees’ health and wellbeing? W hat is our strategy to support healthand wellbeing? H ow are employees’ ideas incorporatedinto our health and wellbeing planningactivity? H ow do we ensure that everyone hasthe support to improve their healthand wellbeing?SolutionsIncorporate health and wellbeingin your mission, vision and valuesEnsure that health and wellbeingis built into the everyday life of yourorganisation. Including referencesto health and wellbeing in themission, vision and values will showthe importance your organisationplaces on its people.Assess the current situation beforeimplementing improvementsUse a questionnaire to establishthe current health of your employeesso that improvements can bemeasured. Remember to reviewyour procedures on a frequent basis.Benchmark against industry normsLearn what best practice is andwhat the key health and wellbeingperformance indicators are foryour industry. This will help youto benchmark your organisation’sperformance.Reduce costsWhen you put together the businesscase for investing in health andwellbeing, remember to look beyondany initial startup costs. Litigation,errors, poor customer service, highstaff turnover, increased sicknessabsence and poor publicity areall costs that could be incurredif health and wellbeing is notsupported effectively.Define objectives for healthand wellbeing programmesIncorporate in your business plansome key health and wellbeingrelated objectives – for example, aimto gain a better understanding of illhealth, prevent absence and supportabsent employees, have fewerinjuries and absences resulting fromaccidents, and help employees, andtheir families, improve theirown health.www.investorsinpeople.co.uk

/10Supportive managementHow people are managed on a dailybasis is crucial in supporting their healthand wellbeing. Managers – as leaders,coaches and role models – play a vitalrole in establishing the culture of anorganisation and they can influenceoutcomes, positively or negatively.In order to confidently deal with healthand wellbeing issues – from sicknessabsence to alcohol abuse, remoteworking to rehabilitation – managersneed to be clear about what is expectedof them and made aware of the tools andsources of support available to themTop tips for supportivemanagementPeople issues insupportive managementInvolve the right peopleRecruit the right people to driveforward improvements. Involvethose who are enthusiastic andcan bring about real change.Managers need to be clear aboutthe capabilities (knowledge, skillsand behaviours) required to supporthealth and wellbeing within theirteams. Ask yourself:Use available resourcesStrategies will benefit frominvolvement and financial supportfrom all parts of the organisation.You may also be able to takeadvantage of other opportunities,such as schemes run by primarycare trusts, councils, further andhigher education colleges,the police service, and the fireservice. Although these schemesmay not be available in allregions, they are certainly worthinvestigating.Make policiesrelevant to everyoneEnsure that policies related tochildcare, caring for elders, andpart-time working are accessibleand relevant to everyone – flexibleworking, for example, shouldnot only be geared to thosewith families.Promote initiativesEnsure people are aware ofhealth and wellbeing policies.Many schemes fail through lackof promotion and engagement.Make sure policies are actuallyimplemented, and not justwritten down.Investors in People Health and Wellbeing W hat capabilities have beenidentified to ensure thatmanagers support people’s healthand wellbeing? I s performance measuredagainst these? H ow are your managersperformance reviewed in termsof commitment to the healthand wellbeing of their teams? H ow effective are managersin leading, managing andsupporting their people toimprove their health andwellbeing? C an managers give examplesof timely and helpful health andwellbeing feedback they havegiven to employees? W hat does your organisationdo to ensure that managerspromote and support health andwellbeing? H ow does your organisationensure that managers lead onhealth and wellbeing issues?

/11How Investorsin People can helpBy working towards the Health andWellbeing Good Practice Award,you will be able to: I mprove the ability of linemanagers to manage fairly andsupportively, and tackle issuesrelated to health and wellbeingat work E mpower people to act withmore autonomy, and encouragedecision making related to theirwork I mprove the support systemsyou have for your people – forexample, improved team support,better skills training, practicaladvice – and the workingpractices that enable them tobalance competing pressures,a heavy workload or difficultcustomers.SolutionsRemember thatlittle things mean a lotSay ‘thank you’ regularly and, wherepossible, adjust timetables andworkflows to allow employees to visitsick relatives, attend children’s schoolevents etc. This can help developa nurturing culture and, as aresult, people will show greatercommitment and enthusiasm.Get involved with local partnersOrganisations such as your localprimary care trust or Sport Englandcan provide information on cyclingor walking to work, lunchtime sportsand healthy eating. The governmentalso has a number of schemes (relatedto smoking, exercise and alcohol, forexample). Linking your schemes tothese can be a cost-effective way ofreducing illness and absenteeism.Involve your peoplein operational decisionsWhen decisions are being madethat could affect people’s healthand wellbeing, make sure youinvolve all the experts andenthusiasts in the organisation.Remember health andwellbeing in appraisalsWhen setting objectives, considerthe impact of people’s work on theirhealth and wellbeing, and whatsupport or flexibility they mightneed to achieve their objectives.Look at your capability orcompetence frameworkIt’s a good idea to extend yourmanagement competenciesframework to include thebehaviours expected frommanagers to support health andwellbeing within their team.Offer a flexible benefits packageBy allowing people to choose froma range of options, they will be ableto match their rewards to personalneeds, which will improve theirhealth and wellbeing.Review the effectivenessof your team meetingsEvaluate meetings in terms ofworking practices, managementstyle and organisation.Give positive feedbackPraise and reward achievements,letting people know what theyhave done well.Make time forindividual discussionsProvide regular opportunitiesfor one to ones, be flexible, andunderstand individual needs.www.investorsinpeople.co.uk

/12Workplace cultureThe culture of a workplace isextremely important and any changerequires everyone, from top managersto junior employees, to modify theirbehaviour. With commitment andengagement, it is possible to changeworkplace culture for the better.Why is workplaceculture important?Having a sense of ownership overour work and a degree of autonomyis strongly linked to health. Limiteddecision-making opportunities, and ageneral feeling of powerlessness cancreate stress which, in turn, can causeaccidents, illness and despondency.Top tips for a healthy workplace culture1Collaborate to reacha common goal2Have inspirationaland trusted leaders3People issues in workplace cultureOrganisations looking to improve theirworkplace culture could ask themselves: How are people encouragedto take action in support of healthand wellbeing? H ow do we ensure that differenthealth and wellbeing needs are met? W hat involvement do employeeshave in health and wellbeing relatedimprovements or initiatives anddecisions?How Investors in People can helpInvestors in People helps you to look athow your managers encourage peopleto take ownership and responsibility, andparticipate in decision-making processes.Investors in People Health and Wellbeing4Organisations benefit frompeople working togethertowards clear goals.Good leadership promotespositive attitudes, cross-teamworking and better service.Create anopen-minded cultureEmployees should understandthe business and be able tosuggest and deliver creativeresponses to challenges.Consultation will increaseconfidence and encourageengagement.Be positive about changeA static culture can be bad forbusiness. If internal communicationsemphasise the value of positivechange, they can help to createmomentum.5Encourage face-to-facecommunication6Set up a wellbeingcommittee7Encourage office-basedemployees to get out of theirchairs and speak to colleagues.It will improve their workingrelationships and give peoplea bit of exercise throughoutthe day.Ask for volunteers to set upa wellbeing committee topromote initiatives, champion thewellbeing effort and encourageemployee involvement.EncouragedevelopmentSupporting employee traininghelps keep people motivatedand interested in their currentand future roles within theorganisation.

/13We feel that staff who are healthy themselvesand who are supported to have good mental andphysical health are happier and more productiveTony BellChief Executive Officer, Royal Liverpool Children’s NHS TrustReward and recognitionIt’s important that people arerewarded in the right way. Try to: B alance effort and reward: where effortis not fairly or consistently rewarded, thiscan cause stress and damage morale R eward effort in the right areas:rewarding effort can be damagingto health – for example, encouragingexcessive overtime or unsafe working.Reward people for completing theirobjectives, rather than for hours worked U se health-related benefits wisely:some employers use wellbeingrewards in recognition of effortor seniority, but rewards shouldbe linked to individual roles.SolutionsCreate a supportive cultureHealth isn’t all about physicalfitness. Some organisations witha successful health and wellbeingapproach may have simplycreated a culture where peoplesupport each other.Create a health section onthe company intranet or startan internal newsletterUse your internal communicationschannels to share information.Train the workforce to understandhealth and wellbeing issuesPeople who understand the issueswill be in a better position to supporteach other.Improve the working environmentA staff survey can help to identifyareas for improvement. Addressingthese issues can improve satisfactionin the workplace and, ultimately, havean impact on performance.Introduce an induction programmeAn induction to your organisationshould specifically address issuesof health and wellbeing.Implement job rotationJob rotation (for routine and repetitivejobs) will stimulate employees andcombat boredom.Set up a social clubEstablish a social club that organisesregular out-of-work events.Be strict on hoursLong working hours can lowermorale, and lead to stress andpoor physical health. Promotea work-life balance and ensurepeople are only working in linewith their contracted hours.www.investorsinpeople.co.uk

/14Stress managementStress in the workplace can be causedby both internal and external influences.Common causes include high workloads,unrealistic deadlines, job insecurity,lack of clarity of role, and feelingundervalued. Roles without sufficientlevels of challenge, a lack of clear policiesand procedures, and poorly managedorganisational change can also leadto stress.Why is stressmanagement important?Stressful circumstances cannotbe entirely avoided and helpingemployees to develop resilience andcoping strategies is an effective way ofminimising impact. While external causesof stress are more difficult to proactivelymanage, an employee who feelssupported within their organisation is lesslikely to let stress impact on their work.People issues instress managementWhatever the cause of stress, it canhinder the productivity and performancenot only of individuals, but also of theirteams and, in some cases, the widerorganisation. Line managers play animportant role in minimising stressand reducing the cost of its impact.Top manager tipsfor managing stressin the workplaceProcess planningand organisationAlways be aware of workloadsand plan to ensure they remainmanageable.Continued exposure to stressfulsituations can impact on:Empower your peopleTrust your team. By giving themresponsibility they will feel morerespected and valued. P hysical health M ental wellbeing – leading toDevelop skillsHelp to develop individuals, and theirskills, within the scope of their role.distress, anxiety, depression, lack ofconcentration, vulnerability, tearfulness,moodiness, or reduced self-esteemand/or interpersonal skills E ngagement, motivationand commitment – when anemployee feels they are exposedto stressful situations the employee–employer relationship can breakdown,resulting in lower employeeengagement, reduced motivationand less commitment.Make yourself availableHave regular contact with yourteam and let them know theycan come to you for support.Manage conflictPrevent bullying by dealing withincidents immediately. Resolveconflicts fairly and justly.Manage your emotionsRemain calm under pressure.Understand the need for differentmanagement styles and see eachteam member as an individualwith different lives, stress levelsand needs.CommunicateKeep your team updated.Communicate goals and objectivesand explain how they relate tothe organisation’s overall aims.Listen to individual viewpoints andconsult with the team on mattersthat affect them and their jobs.Investors in People Health and Wellbeing

/15There are many physically and mentallydemanding roles, and therefore there isan important focus on the health of staffand their wellbeingClaridgesInvestors in People believes there arethree tasks that can help to tackle stress:1C reating a management environmentthat is aware of the causes of stress andthat takes actions to avoid it, with anemphasis on altering an individual’ssituation or perception2U ndertaking a stress audit as partof a risk-assessment process3 Undertaking individual risk assessments.How Investors in People can helpIn order to ensure that employee stressdoes not impact on the performanceof your organisation, it is essential thatline managers: Do all they can to prevent stress at work R ecognise the pressure points and signsof building stress within their teamSolutionsIdentify the pressure pointsThere may be specific timesthat are particularly stressful.Identify these and make surethat everybody plans for them.If possible, provide coaching andmentoring during these periods.Pick up the stress vibesHelp people support others– consider introducing stressawareness training so people canhelp colleagues deal with pressurebefore it becomes excessive.Support peoplein stressful situationsIn a stressful environment, offeremployees stress counsellingand an employee support line.Use a stress survey toolStress survey tools are availablefrom the Health and Safety Executive,and commercially. Follow up withfocus groups and consultativecommittees. Interventions includeteam reorganisations to deal withworkload, or manager trainingto improve understanding of thenature and causes of stress andhow to make improvements.Review shift patternsShift patterns, particularly at night,can have a negative impact on health.Organisations could benefi

This guide and the Investors in People Health and Wellbeing Good Practice Award aim to help you to meet the health and wellbeing needs of your organisation. The Health and Wellbeing Good Practice Guide looks at why health and wellbeing has emerged in recent years as such an important issue for employers, and considers the business benefits that