Best Practice Example

Transcription

1 Interview Information Date: Duration: 60 min. Remarks: Best Practice Example Result: UQuality Score:U points UTransfer Score:U points A. General Enterprise Information Company / Organisation NOEGKK Postal Adress 3100 St. Pölten, Kremser Landstraße 3 City St. Pölten Country Austria Name Position Mag.(FH) Ulrike Stadlhofer Project manager WHP Health in the company -Adress Ulrike.stadlhofer@noegkk.at Phone number Website HTUwww.noegkk.atUTH Sector / Branch (NACE) K - Financial and insurance activities Number of Emplyees 1571 Publications (Sources) Internal only Age Sex male female Total <34 39% 35 to 45 29% 45 to 55 27% 55+ 5% Total 100% - 1

2 B. Policy & Corporate Culture: Description (max. 500 words) Background: Mental and physical health are the most valuable things for every individual. The leadership rules of NÖGKK emphasise this in rule 8: Taking responsibility for leadership and being a role model I proactively support the physical, mental and social well-being of my employees. Further, the vision of NÖGKK states: Satisfied and motivated employees are the basis for our success. Qualification and individual development for our employees are the central objectives in the HR department. As subsidiary of WHP, NÖGKK supports firms implementing WHP programmes. It is also important to the NÖGKK director s board to support WHP in their own company. Because of that, in February 2009 the WHP program GiB ( Gesund im Betrieb ) was introduced into NÖGKK. In the following text, a rough overview of the project stages and an intermediate report on the WHP will be given. Succeeding descriptions are mainly related to NÖGKK initiatives to support mental health, consisting of the program Social Coaching which is an important part of the WHP programme GiB (Healthy in the Company). The basic objective of social coaching at NÖGKK is to develop systematic measures and procedures to support employees in psycho- social and drug related problems. This also includes the prevention of these problems. The main issues are bullying, burnout and drug addiction. The social coaching team consists of a Social Coach (psychologist), the works doctor, a works council member and external professionals. For decision- making, the director s board and the middle management are included, too. WHP issues are implemented by the WHP team, the HR department and external professionals. Employees are informed about WHP programme and Social coaching by several means of communication: At the start of the WHP programme, a presentation was held for all employees, focussing on burnout, bullying and drug addiction. Further information was provided by intranet, and individual discussions. For the WHP project, Health partners as contact persons for the employees were installed. Flyers and brochures were handed out, and were available on the notice board too. The internal training programme offers courses on psychosocial issues. The support of the director s board is manifested by their approval of the mission statement and the WHP Charta as well as their participation in social-coaching programmes. The holistic promotion of mental health is maintained by training courses concerning behaviour and conditions. On the issue behaviour, a two- day seminar during working hours - 2

3 is offered. Furthermore, employees had a seminar (3 hours) as did team leaders (2 days) on the issues burnout, bullying and addiction. In future, one- day seminars for team leaders and management ( World Cafes ) will be held, enabling the participants to exchange knowledge and to gather proposals. Seminars on stress management are provided to the employees regularly. For the conditions issue, annual staff appraisals are held. These include questions on work place organisation, tasks, scope of work and need for support in any way (support of team leader, personal training etc.). Appraisals are recorded in the minutes and have to be signed by leader and employee at the end. Beside the above-mentioned training courses and seminars, agreements between the works committee and management on being cooperative at the workplace and the prevention of addiction have been approved and signed. Attachments: - mission statement - Intranet screenshots - Brochure of seminars - Guideline MOG - Intermediate report on the GiB programme - Project scope of GiB programme - 3

4 C. Organisation & Structure: Description (max. 500 words) A basic objective of the social coaching programme, intended to support psychosocial health, was the installation of a social coaching team which consists of a Social Coach (internal contact person), the works doctor, and a member of the works council. The team is responsible for - Contact and intermediation - Process management (steering, planning, evaluating) - Network maintenance - Information and awareness raising among the employees Mag. Aschenbrenner (social coach) is the works psychologist at NÖGKK. She is only has an advisory function and is not responsible for therapy and diagnostics. Her qualification is based on her education and on further training in mental health, i.e.: - Communication and management of conflicts at work Addiction prevention at work Burnout in adult education Prevention measures and early diagnosis Bullying Enthusiasm- Yes! Burnout No! Support for employees in crises Symposium on Burnout- prevention Psychological online support Mobbing-Burnout-Addiction Non-violent Communication Conference: Modern job challenges Conference: WHP- In Tune with life In her function as social coach, Mag. Aschenbrenner is available 16 hours a week at NÖGKK. The workgroup is in close contact with the WHP project management of GiB and the HR department to exchange knowledge, give support and coordinate promotion of WHP offers. The social coaches were introduced to the employees by flyers and personal contact at WHP events. Intranet and s have also been used. For the time span no approved budget is yet available for the above-mentioned courses. - 4

5 D. Implementation: Description (max. 500 words) Initiatives for mental health support have been developed especially for bullying, burnout and drug addiction. Mental health support was included in the existing WHP programme. For the planning, the social coaching team, GiB project management and the HR department are included. The plan (initiatives) foresees two-day seminars for team leaders and management on bullying, burnout and addiction as well as three-hour seminars for employees on these issues. Beside the training and seminars, agreements between works committee and management on being cooperative at the workplace and prevention of addictions have been approved and signed. Two- day seminars on stress management are provided to the employees; these are scheduled in the internal education calendar.(see point B, Offers ). There was no special needs analysis before the planning of the WHP programme, but NÖGKK has been carrying out employee satisfaction surveys for years. Consequently, on the implementation of the WHP project another survey (on written matter) was done, taking into focus lifestyle, work load and management behaviour. To quantify work- related stress, a special question was used in that multiple choice survey: How do you cope with job- related stress? Tick your coping strategies: Relaxation techniques/ sports activities/ hobbies/ leisure activities/ family and friends/ medication/ Say No The result will be used for evaluation further planning. Beside that survey, the offered programmes are evaluated too. Beside a lot of aspects, participants judge the content, the quality and the usability at work of the offered seminars and trainings. To support people with mental problems when returning to work, several measures are offered. In the re- integration process, their team leader contacts the returnees to see if any changes in their workplace, field of duty or reduction of hours is needed. Additionally, the social coach is available as a competent contact person. Beside the personal support, the social coach has a guiding and mediatory function. Discretion is maintained through the professional attitude of the works doctor and psychologist, also the work council has to be discrete on personal issues. Social contact to the company during an employee s absence is limited to their contact with colleagues. - 5

6 E. Evaluation: Description (max. 500 words) The WHP programme is evaluated on two ways: At the end of the seminars, questionnaires are given to the participants; the content, the quality and the usability at work are evaluated. If necessary, the content of the seminar is optimised for the employees needs. The second way of evaluation is done using a written survey on the WHP project for all employees, at the beginning and at the end of the project. Data is collected and evaluated by an external company which gives a report to the director s board. The report is published on Intranet for the employees, too. The most important results of the social coach programme are: - Involving all the team leaders and management in seminars (obligatory) - Raising awareness within NÖGKK employees - Creation and implementation of rules for workplace addiction prevention and workplace cooperation - Maintaining sustainability by annually events ( World café ) and publication of the seminars offered in education brochures - Unlimited contract with the social coach The most important success factor is seen in the management s support for WHP. Beside the directors, it is essential to inform and convince the middle management, who must be included in WHP decisions, too. Convincing the middle management and involving them is a slow process and thus, an obstacle. Furthermore, the realisation of the seminar contents in everyday business life is a challenge due to the different personalities and experience/ education. UAttachment:U Survey results Communication of results to the employees - 6