Work place wellbeing strategy and how theory can be successfully turned into practice

Transcription

1 Work place wellbeing strategy and how theory can be successfully turned into practice

2 Nuffield Health 2 We are the UK s largest non for profit organisations No shareholders we operate with retained financial reserves Obliged to reinvest our operating surplus into our people, products and services A charitable objective, recognised by the Charities Commission, to benefit the health of the nation Business activity is steered by our Board of Governors, who are also our Trustees

3 Nuffield Health Platform of Services 3 Nuffield Health Locations 31 Hospitals 64 Health Clubs 6 Medical Centres 40 health assessment centres 66 specialist rehabilitation centres 202 Corporate Fitness sites People 11,000 + Total employees 4,000 + Clinical practitioner 100 Health & Wellbeing physiologists physiotherapists

4 Why Employee Wellbeing? 4 FTSE 100 companies that report on employee health and wellbeing out perform those that don t by 10% Presenteeism costs 15bn a year twice that of absenteeism Absenteeism due to mental health problems cost UK businesses 8.4bn a year Only 18% of individuals are experiencing high level wellbeing Poor health estimated at between 400 and 600 per employee per year

5 Strategic Lenses We have found that there are six strategic lenses that tend to drive decisions about investment in employee wellbeing Most organisations have a primary and secondary lens driving their decisions about investment in employee wellbeing

6 Six lenses for the development of an employee wellbeing strategy Productivity and absence control Emphasis on productivity and efficiency in terms of: controlling the overall costs associated with the management and deployment of human resources increasing the productivity of human resources War for talent Effort to be viewed as an employer of choice or a caring employer as a means to recruit and retain talent critical to the organisation Employee wellbeing viewed as a factor able to help differentiate the company from its competitors in the minds of such talent Sustaining high performers Compliance Wellbeing Focus on supporting culture and and War Cost for of talent ill-health Productivity ensuring the effectiveness risk management and of employees required to perform at high levels on Effort to establish a sustained a basis, positive e.g. culture of senior managers, talent employee absence engagement or critical personnel and wellbeing Effort Sustaining control Concern with the financial high and to be viewed provision as an employer of Tends -Emphasis reputational to be led productivity risks from associated the top and of with the choice or company performers a caring employer as a failing Focus to and comply reflect on managing with the company s means efficiency to recruit in terms and retain of controlling health talent and and philosophy safety and values critical the Focus overall controlling regulations to on the supporting costs any and and with all the costs organisation and ensuring the Wellbeing culture ensure required that associated duty the right of with care people employee towards are in health Wellbeing effectiveness tends of to employees have a broader required the Effort to establish a positive culture of Employee employees right and place wellbeing at the benefits right time employee engagement and wellbeing definition to perform wellbeing that encompasses high viewed levels on as a factor That the cost of Wellbeing is Tends be led from the top of the able psychological, sustained proportionate to help Relevant differentiate basis, company social to e.g. to and the reflect and all senior benefits organisations the the company s environmental company as philosophy and values from as managers, well its competitors as a means physical talent to wellbeing survival or the critical minds of such delivered Meets the needs of the Wellbeing tends to have a broader talent personnel definition that encompasses psychological, Expected organisation to produce a range of benefits social and environmental as well as physical wellbeing for employees, the organisation and even beyond Expected to produce a range of benefits for employees, the organisation and even beyond Compliance and risk management Concern with the financial and reputational risks associated with failing to comply with health and safety regulations and with the required duty of care toward one s employees Effort to insure against those risks through strategic forms of compliance Cost of illhealth provision Focus on managing and controlling any and all costs associated with employee health and wellbeing benefits Relevant to all organisations as a means to survival

7 Cultural Shift A Culture of Wellbeing Our Vision Spiritual Example of projects underway / planned: Ethical VALUES Employee values and behaviours align to Nuffield Health s Refresh understanding of Nuffield Health as a social enterprise The Nuffield Health Apprenticeship Scheme The Nuffield Health Volunteering Scheme Environmental Emotional LEADERSHIP Employees can expect to be recognised as individuals, trusted, treated with respect, listened to and know their opinions and contributions are valued Brand Leadership Programme Performance and values based annual bonus Leadership MOT Personalised recognition programmes Mental Social COMMUNITY Encourage a cross-divisional social workplace with opportunities to take part sharing in success Social events/activities Extranet, social media, blogs Community/Wellbeing PDR Objective Physical Financial TOTAL HEALTH MANAGEMENT Joined-up health for employees Prevent Diagnose Cure Protect FOUNDATIONS Fair and transparent HR policies and reward A healthy work environment Health benefits that mirror our brand Health services (e.g. OH, EAP) Get Healthy, Get Rewarded proposition Ill-health absence support and management Nuffield Wage (Living Wage) Fair employment policies (maternity) Market competitive and fair reward Office of the Future

8 Thank you