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Health and WellBeing at Work

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Health and WellBeing at Work

soma analytics mental health and wellbeing ftse100 2017This inaugural report sets out to try to evaluate the hypothesis that a healthier workforce is a more productive one. Even though people might think this is an obvious relationship, collecting, comparing and analysing data is anything but trivial. Soma Analytics, the company behind the analysis, has undertaken this endeavour to bring increased awareness and transparency to mental health and wellbeing and to serve as a benchmark in coming years.SOMA
Moving the employee wellbeing agenda forwardA collection of thought pieces examining the meaning of wellbeing and its impact. What’s also clear is that whatever our interpretation, we need to pay attention. For example: mental ill health costs the UK economy £100 billion each year (against a total NHS budget of £115 billion) CIPD
Managing Mental Health in the WorkplaceThis article looks at how to encourage good mental health – by safeguarding staff wellbeing, addressing problems before they become severe, and supporting staff when issues do emerge. This is not about becoming an expert in mental health; it’s about spotting the signs that something might be wrong. It will signpost the right support and resources, and offer suggestions for putting strategies in place to support good mental health. All this will help empower managers to do the same.UNUM
Work Foundation Stress At WorkThis report considers recent analysis of stress and reviews a series of recent high-profile contributions to the debate. It then explores the legal and policy contexts against which organisations must operate in regard to stress. Finally, practical interventions are examined and critically evaluated.Work Foundation
Creating a wellness strategyThis set of slides provides a en effective outline for creating an organisational wellness strategy with a case study from Baker & MacKenzie. Punter Southal / Baker & MacKenzie
TUC work and well-beingA positive approach to developing ‘good work’ that takes account of health and well-being can lead to improvements in both the health and quality of life of the workforce. This guide gives advice on the wide range of attempts being made to promote ‘well-being’. Its aim is to help union reps tackle management when work and work practices are likely to be the cause of workforce ill health.TUC
BITC mental health we are ready to talk one year onThis is a follow up to the inaugural report, Mental Health: We are Ready to Talk, produced in alliance with Mind and Time to Change. In its first year, this campaign has made remarkable progress, with 13 BITC Wellbeing Champions implementing changes that have collectively had the potential to impact nearly half a million employees. This new report, Mental Health: We’re Ready to Talk – One Year On, showcases the progress they have made.BITC Mind - Time to Change
Understanding and Preventing Worker BurnoutBurnout has been defined as a prolonged response to chronic emotional and interpersonal stresses on the job. It manifests itself as exhaustion, cynicism, and diminished professional efficacy. There is a risk of burnout when a discrepancy prevails between the expectations of a motivated employee and the reality of an unfavourable work situation. This discrepancy progresses towards burnout via dysfunctional ways of coping. Prevention of burnout is quite similar to management of work-related stress. To achieve a successful recovery from burnout it is essential to change the working conditions where burnout has developed. Kirsi Ahola, Finnish Institute of Occupational Health in the OSH WIKI - European Agency for Safety and Health at Work
The future of health and wellbeing in the workplaceA review of the broadening of the health at work agenda and the link to the concepts of good work and engagement. Whilst physical health and safety in the workplace remains a paramount concern, there has been a growing recognition of the importance of psychosocial issues, with a focus on both the psychological and social elements of work. An exploration of work and wellbeing touches on a vast array of employment relations issues from leadership to job design, organisational policy to workplace culture.Emma Donaldson Feilder, Affinity Health at Work and Sarah Podro, Acas
Psychosocial Risks EU Prevalence Strategies PreventionPsychosocial risks in Europe - Prevalence and strategies for prevention. A joint report from the European Foundation for the Improvement of Living and Working Conditions and the European Agency for Safety and Health at Work. It draws on the complementary work of the two agencies, which is reflected in their different roles. Acknowledging the complexity of the relationship between health and work, the report presents omparative information on the prevalence of psychosocial risks among workers and examines the associations between these risks and health and well-being. European Foundation for the Improvement of Living and Working Conditions, European Agency for Safety and Health at Work
HAW Mental Health FactsheetA series of useful fact sheets for employers and employees covering issues of mental health problems at work, such as common mental health problems, recognising the signs, awareness training, managing wellbeing, managing someone with a mental health problem and reviewing absence patterns.British Heart Foundation
Workplace Wellbeing IntroductionThis Wellbeing Charter provides employers with an easy and clear guide on how to make workplaces a supportive and productive environment in which employees can flourish.Liverpool NHS PCT
Why do some workplace wellness programmes work while others do not?Dr Bridget Juniper revelas why some workplace wellness programmes work while others do not and how to attract the staff you really want to reach; Dr Bridget Juniper in Occupational Health
Who Should Manage Employee Wellbeing?In the third in a series of articles for Occupational Health magazine, wellbeing specialist Dr Bridget Juniper considers who should take responsibility for the development of employee wellbeing within an organisation.Dr Bridget Juniper
WhitePaper Wellbeing In The Workplace GallupWellbeing in the workplace and its relationship to business outcomes; a review of the Gallup studiesJames K. Harter, Frank L. Schmidt & Corey L.M. Keyes
WHAT WORKS BHF: Workplace Wellness in the UKThe British Heart Foundation Health at Work website gives practical information and materials to help employers improve wellness at the workplace. Launched in July 2009, the online resource is based on evidence and experience accumulated through a number of the heart foundation's initiativesWorld Heart Federation
Wellbeing at Work European AgencyCreating a positive work environment. There is a focus on the link between wellbeing and productivity and this link is reflected in the literature to a greater extent. One theory, that a happy worker is a productive worker, is promoted extensively. This is supported by changing trends in the workforce, including the search for work ‘actualisation’, which in turn is assisted by increasing choice of where one could work. These are some of the factors that are explored in this report from the European Agency for Safety and Heralth at Work.European Agency for Safety and Health at Work
The Wellbeing Assessment for ProductivityEmployee productivity is a core component of a company’s ability to generate revenue. As productivity declines, organisations struggle to maintain profitability and growth. While research has shown that absenteeism has a substantial negative impact on business performance, recent studies suggest that unproductive workers who are present may have a more dramatic impact on costs. Presenteeism is the term used to describe employees who are physically present at their jobs, but experience decreased productivity because of illness or other barriers to performanceProcheska et al
The State of HappinessCan public policy shape people’s wellbeing and resilience? The Local Wellbeing Project is a unique, three-year initiative to explore how local government can practically improve the happiness and wellbeing of its citizens. The project brings together the Young Foundation with three leading local authorities, Professor Lord Richard Layard from the London School of Economics, and the Improvement and Development Agency for local government. The project is also backed by key central government departments. Nicola Bacon, Marcia Brophy, Nina Mguni, Geoff Mulgan and Anna Shandro, The Young Foundation
The prevention of stress at workMany senior managers are quick fix merchants, working under considerable pressure to deliver performance targets. They have less interest in the costs incurred in achieving the performance targets, and until such time as input costs include the costs of sickness, absence, staff turnover, lost profit due to sickness, and the cost of using HR staff to sort out management problems, organisations run by these quick fix merchants will, for ever, under perform. The problems associated with quick fix merchants are compounded by the slow fix nature of fixing stress. Improving the interaction between people seems to take time. In reality, taking the time to forge good interactions saves time. Derek Mowbray
The Hidden Value of Organizational HealthThis article explores the hidden value of organisational health and how to capture it. New research suggests that the performance payoff from organisational health is unexpectedly large and that companies have four distinct “recipes” for achieving it.Aaron De Smet, Bill Schaninger & Matthew Smith, McKinsey
The Dangers of Sitting on the JobAre you sitting down? You may want to stand. Research on sedentary behaviours is revealing that sitting on the job is associated with increased health risks that are not mitigated by exercise. In other words, if you sit most of the day, even if you hit the gym before, during or after work, you are still at risk of a host of health conditions and premature death.Jessica McKenzie Peterson, APA Center for Organizational Excellence Good Company Newsletter
The Business Case for Employee Health and WellbeingA report prepared for Investors in People by Stephen Bevan regarding the Business Case for Employee Health and Wellbeing. Until now, many of the measures taken by employers to improve workplace health have been categorised as ‘perks’ or employee benefits for those workers who often, in clinical terms, may need them least. But now employee health is becoming a hard, economic ‘factor of production’ and the Government, a growing number of Businesses and even some Economists are arguing that it is time to take workplace health and well-being as seriously as we take research and development, investment in technology and customer relationship management. Stephan Bevan, The Work Foundation
Strengthening Personal ResilienceProf Mowbray's message to organisations is that the cultural environment has a great impact on the psychological wellbeing of the individual, and that when individuals are faced with challenges, they are more likely to rise up to and cope with the challenge in a positive environment than a negative one. Organisations that rely on individual resilience to see their workforce through difficult times, stand less chance of this happening unless they address the cultural environment of the workplace, and make it a fabulous place to work.Derek Mowbray
Six Ways to Keep your Health and Wellbeing Strategy AliveWriting your health and wellbeing strategy is often the easy part as the evidence base is clear. Making it relevant, engaging with staff and delivering the strategy is the challenge. Here we bring you six ways to help you keep your strategy alive.Gemma Wright, NHS Employers
Psychosocial risks in Europe - Prevalence and strategies for preventionIn Europe 25% of workers say they experience work-related stress for all or most of their working time, and a similar proportion reports that work affects their health negatively. Psychosocial risks contribute to these adverse effects of work. The most common risks relate to the type of tasks workers perform – for example, whether tasks are monotonous or complex – and to work intensity. High work intensity is associated with negative health and well-being outcomes, especially work-related stress. Other working conditions, such as a good work–life balance and social support, have a positive influence.European Foundation for the Improvement of Living and Working Conditions and the European Agency for Safety and Health at Work
Psychological Distress at Work: Taking the Prevention ApproachPsychological distress at work is expensive. The expense comes in two forms - the loss of performance of people attending work but unable to concentrate effectively due to established stress triggers, and the costs associated with sickness absence and staff turnover.Derek Mowbray
Positive psychology in practicePositive psychology is sometimes dismissed as so much happy talk. But practitioners say that their techniques provide a much-needed balance to psychiatry’s traditional focus on psychic pain and pathology. Although initially developed as a way to advance well-being and optimal functioning in healthy people, positive psychology techniques are now being promoted as a complement to more traditional forms of therapy.Harvard Medical School
OECD Compendium of WellbeingThe ultimate objective of this work is not just measurement per se, but to strengthen the evidence-base for policymaking. Better measures of wellbeing can improve our understanding of the factors driving societal progress. Better assessments of countries' comparative performance in various fields can lead to better strategies to tackle deficiencies.OECD
Nef Wellbeing ReviewWell-being plays a central role in creating flourishing societies. Focusing on well-being at work presents a valuable opportunity to benefit societies by helping working individuals to feel happy, competent, and satisfied in their roles. The evidence also shows that people who achieve good standards of well-being at work are likely to be more creative, more loyal, more productive, and provide better customer satisfaction than individuals with poor standards of well-being at work.New Economics Foundation
Mental Wellbeing Impact Assessment A Tool kit for WellbeingMental Well-being Impact Assessment (MWIA) enables people and organisations to assess and improve a policy, programme, service or project to ensure it has a maximum equitable impact on people’s mental well-being.Published by the National MWIA Collaborative (England)
Managing a successful return to work following mental ill healthOccupational psychologist Susannah Robertson-Hart looks at the best way to support an employee returning to work following a period of mental ill health. There is compelling evidence that work is good for our mental and physical wellbeing, but starting work, staying in work or returning to work following a period of ill health can be challenging for many reasons. Drawn from a number of years working in vocational rehabilitation and the field of wellbeing in the workplace, Susannah provides some of her top tips for managing a successful return to work following mental ill health.Susannah Robertson-Hart in Occupational Health
Making the Most of Employee Wellbeing InitiativesWellbeing specialist Dr Bridget Juniper looks at how employee wellbeing is an important factor in organisational performance and how it can be used to maximum advantage.Dr Bridget Juniper in Occupational Health
Making the Business Case for WellbeingIf you want your employees to flourish rather than merely exist, a wellbeing programme may provide the solution. But first you must convince the cynics.Dr Bridget Juniper in Occupational Health
Londons business case for employee health and well-beingThis report focuses on the impact that workplace wellness programmes can have on ill-health, where a workplace wellness or employee well-being programme is defined as a programme that combines three components: health and safety, managing ill health and prevention of ill-health and promotion of employee well-being. Ill-health and absence from work have costs for the individuals concerned, employers and society.Greater London Authority
Line managers and their influence on wellbeingIt has long been recognised that when it comes to employee engagement, well-being and resilience the role of line managers is a crucial one. Their level of influence and the number of employees to whom they are connected means that this group are the real operators of any well-being system or strategy.Gordon Tinline, Robertson Cooper
Is work good for your health and well-beingIncreasing employment and supporting people into work are key elements of the UK Government’s public health and welfare reform agendas. There are economic, social and moral arguments that work is the most effective way to improve the well-being of individuals, their families and their communities. There is also growing awareness that (long-term) worklessness is harmful to physical and mental health, so the corollary might be assumed – that work is beneficial for health. However, that does not necessarily follow.Gordon Waddell & A. Kim Burton
IOD Wellbeing at WorkHow to manage workplace wellbeing to boost your staff and business performance. The challenge set out in this guide is to plan effectively and take action around health and wellbeing, thereby creating higher performing workplaces. If that can be achieved it will be good for the individual employee, good for the enterprise and good for the country as a whole.IOD
Improving WellbeingImproving wellbeing through healthy life choices - lessons from a West Midlands initiative with health trainers and psychological therapy practitioners.Kate O'Hara, Maureen Murfin & Roslyn Hope, National Mental Health Development Unit
Impact of Workspace Management on Wellbeing and ProductivityThe Relative Merits of Lean, Enriched, and Empowered Offices: An Experimental Examination of the Impact of Workspace Management Strategies on Well-Being and ProductivityCraig Knight & S. Alexander Haslam in Journal of Experimental Psychology
HWWB Improving Health and Work Changing LivesDame Carol Black’s Review of the health of the working-age population was a valuable and welcome contribution to this vital debate. This document sets out the Government’s response to her recommendations, making clear the support put in place for individuals, for healthcare professionals and for employers.Department for Work & Pensions
HSE Managing the Causes of Work Related StressWork-related stress is a major cause of occupational ill health, poor productivity and human error. That means increased sickness absence, high staff turnover and poor performance in your organisation and a possible increase in accidents due to human error. The Health and Safety Executive’s (HSE’s) Management Standards for work-related stress will help you, your employees and their representatives manage the issue sensibly and minimise the impact of work-related stress on your business. They might also help you improve how your organisation performs.HSE
How Workplaces Can Affect Employee HealthOffice design and set-up can directly affect employees’ health and wellbeing.Clare Bettelley in Employee Benefit
How To Win Finance Director Buy InHealth and wellbeing strategies are often seen as one of the softer, fluffier workplace initiatives that employers can offer their staff. But a healthier, happier workforce means higher productivity, which is why HR and benefits professionals need to learn how to persuade their finance directors of the merits of such a strategy.Sam Barrett in Employee Benefits
How To Identify StressHow to recognise and identify stress in yourself and others. These are some of the many symptoms that are indicators of too much pressure that can come from yourself, work, home, or any combination of these which may include all three. People exhibiting signs of stress, will eventually become less productive and less effective in the workplace. ISMA
How to Define an Employee Wellbeing StrategyIn the first in a series of articles for Occupational Health magazine, Dr Bridget Juniper, an employee wellbeing specialist, offers practical advice on how to develop and deliver effective wellness initiatives.Dr Bridget Juniper writing in Occupational Health Magazine
Healthy People Healthy ProfitsIt is hoped these examples of positive steps that other businesses have taken will encourage you to think about the possibilities for change and the range of actions that might make a difference in your workplace. With your help we can achieve our goal of improving the health and wellbeing of Britain’s working age population by creating healthy workplaces. Good health means good business and that could not be more relevant in today’s economic climate.BITC
Health Benefits on a Limited BudgetHere are economical ways for employers on a limited budget to create and implement a health and wellbeing programme for their workforce.Nick Martindale
Happiness at Work: Why it Counts What can we do to make our workplaces happier environments? First we need managers with better social and interpersonal skills. Second, individuals should have autonomy and control over their work. Third, there needs to be a shorter working hours culture. Fourth, there should be manageable workloads and achievable deadlines, and finally, a culture should be encouraged in which employees feel valued and trusted.Cary L Cooper & Stephen Wood in the Guardian
Gratitude the Secret of HappinessGratitude is the practice of noticing and appreciating the positives in the world (particularly in your own personal world). Shifting the focus from what you don't have to what you do have can have a profound influence on your moment-to-moment mood and emotional state, and it can have a huge impact on your physical health, as well.Joshua Rosenthal
Future HealthFuture health tells us how good design makes healthy places. It brings what CABE has learned about sustainable, health-promoting environments together with the latest thinking about health and well-being.CABE
Five Pitfalls for Employee Wellbeing InitiativesContinuing our series looking at various aspects relating to employee wellbeing, this article describes the five big mistakes that organisations should avoid when implementing wellbeing programmes. By steering clear of these main hazards, employee wellbeing activities are far more likely to succeed.Dr Bridget Juniper in Occupational Health
Evidence Based ManagementDr Bridget Juniper considers evidence-based management and the role it can play in developing an effective employee wellbeing strategy. Facing up to hard facts about employee wellbeing will help managers and their teams to perform better. Dr Bridget Juniper, in Occupational Health
Erotic CapitalA new theory of erotic capital is presented as a fourth personal asset, an important addition to economic, cultural, and social capital. Erotic capital has six, or possibly seven, distinct elements, one of which has been characterised as ‘emotional labour’. Erotic capital is increasingly important in the sexualised culture of affluent modern societies.Catherine Hakim
Employee Engagement Vs Employee Well-beingWellbeing specialist Dr Bridget Juniper reveals why employers should shift their focus from engagement to wellbeing when investigating efforts to improve workplace performance.Dr Bridget Juniper in Occupational Health
EFPA Mental Health Workplace Settings What Psychology Tells UsThe psychology of work and organisation (W&O psychology) sheds a different light on the aetiology of mental health and wellbeing at work, emphasising the role of the work organisation and of human agency, and emphasises the necessity of extending customary health promotion with a preventive strategy that involves work design, people-oriented management and workplace democracy. From the European Federation of Psychologists Associations.EFPA - 1 European Federation of Psychologists Associations
Current Perspectives on Work and Improved Health and Well-Being There is an extensive literature on the scale of, and risk factors for, stress at work, and outcomes associated with negative job characteristics and perceived stress. More recently, however, there has been a growing awareness that unemployment is harmful to health, and that work is beneficial and may be an effective way to improve health and wellbeing. However, there has been little attempt to draw together findings from this newer area. This paper gives an overview of current perspectives on work and its associations with improved health and well-being.Emma J.K. Wadsworth, Katherine S. Chapman, Paul H. Allen & Andrew P. Smith
CBI Getting Better: Workplace Health as a Business IssueThe working world is getting ever more complex, with flexibility and globalisation beginning to break down the barriers of what we are used to. In the UK, we need to compete on the quality of what we do – and that makes staff performance and productivity vital. And workplace health is essential to both of those key factors.CBI
Can You Afford Not To Take Employee Wellbeing SeriouslyIn a joint research programme between Ashridge and Nuffield Health we found a number of developments and trends that are creating the imperative for employers to take employee wellbeing seriously and that are also influencing the type of provision that employers are making.Judith Parsons, Marcus Powell & Vicki Culpin, Ashridge and Nuffield Health
BITC Guidelines Wellness and Engagement updatedDeveloped by business for business, BITC’s Workwell Model reflects the realities of the workplace and the complexity and interrelatedness of the factors that influence employee wellness and engagement.BITC
BITC Embedding Employee WellnessA well positioned business case links employee wellness (the physical and psychological health of the individual) with employee engagement (the commitment, satisfaction, advocacy and pride of the employee) with that of broader organisational factors. In so doing their programmes have far greater acceptance, greater engagement across the business and, more importantly, greater impact for their business.BITC
A Healthy EnvironmentThe British Heart Foundation's Lisa Purcell sheds light on ways to promote and improve health and wellbeing in the workplace.Lisa Purcell, British Heart Foundation
A guide to the business case for mental healthThis brochure is designed to assist corporate players to gain more insight into the economic aspect of psychosocial issues in the workplace (stress, violence, harassment, burnout, etc.). What are the costs of not taking action regarding this issue? How can the costs of assessing the situation be anticipated and evaluated? What investment costs (and returns on investment) are involved in psychosocial risk prevention? European Network for Workplace Health Promotion


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