Jane Abraham SW Regional Health, Work & Wellbeing Coordinator Department of Health South West

Transcription

1 Jane Abraham SW Regional Health, Work & Wellbeing Coordinator Department of Health South West

2 Definition of a Healthy Workplace A workplace that prevents staff becoming ill by having a safe working environment, that supports staff when they are sick and in addition also helps all staff to become healthier and fitter and themselves advocates of healthier lifestyles

3 Key initiatives Fit Note Fit for Work Pilots National Education Programme for GPs Health Work & Well-being Co-ordinators Challenge Fund Occupational Health Advice line for SMEs National Strategy for Mental Health and Employment National Centre for Working Age Health and Well-being Refresh of Business Healthcheck Tool Review of Health and Well-being of NHS Staff Standards for Provision of Occupational Health Services

4 Health Work & Wellbeing Co-ordinators Government representatives in the region on HWWB Establish sustainable partnerships Overview of health and work agenda in the region Consistent messages and central point of reference Signpost to resources and support Particular emphasis working with SMEs, the Public sector and on mental health

5 Why invest?

6 View of the SW Largest Govt region/lowest population density 3rd fastest growing population for the last 10 years Highest % retirement age with higher life expectancy higher than UK average for 'limiting long term illness' Smallest % working age people 78% of working age employed (UK 74%) Mental health is a significant issue for sickness absence

7 Changing times Economic downturn has led to increased levels of sickness absence particularly stress and mental health due to job insecurity People engage in unhealthy behaviours when stressed Workers will be asked to be more productive with restricted resources Working practices will change increase technology and flexible working Greater demand for highly skilled employees

8 Challenging times A high percentage of people in work are % are female Public sector is the main employer in the SW with proposals from some Local Authorities to cut workforces by 30% Health, education and defence are significant employers Approx public sector workers will lose their jobs in next few years in the SW Most residents income is spent in the region SW Region slowest to go into recession and will be the slowest to come out

9 Why invest? Reduces - Sickness Absence - Presenteeism - Recruitment costs - Training costs - Accident claims and insurance premiums Increases - Productivity - Staff moral and job satisfaction - Quality of staff and applications

10 Why now? Business is fit for purpose to weather the recession Sends a powerful message to employees that you value them and it motivates staff Continued support to employee health and wellbeing will give businesses a competitive edge due to increased productivity Investment in health interventions can help those who manage long term conditions stay in work and retains those skills in the business Helps employees emotional resilience and ability to cope with stress Staff need to be adaptable to change and prepared to learn new skills

11 Where to Act? What influences H&WB Clinical - Chronic disease - Genetic factors Lifestyle - Exercise - Diet - Smoking Socio-economic - Carer - Commute - Debt Employer can indirectly influence Work-related - Employment security - Job design - Effort-reward balance - Relationships - Fairness - Growth / development - Physical environment - Work-life balance Employer can directly influence

12 How to Act 1? Implementation Identify Problem Take Action Engage Staff Evaluate & Revise

13 How to Act 2? Investigation and targeting Local Needs Influences on Health & Wellbeing Interventions Outcomes Staff Health Absence/ Presenteeism Productivity/ Efficiency Recruitment/ Retention Clinical - Chronic disease - Genetic factors Lifestyle - Exercise - Diet - Smoking Socio-economic - Carer - Commute - Debt Work-related - Employment security - Job design - Effort-reward balance - Relationships - Fairness - Growth / development - Physical environment - Work-life balance Employer can indirectly influence Clinical - Health screening - MSDs - Absence management Lifestyle - Health Promotion - Canteen - Smoking cessation Socio-economic - Flexible working - Work/life balance - Debt advice Workplace - Work context / context - Management practices - Individual Organisational - Reduced absence/ presenteeism - Productivity/ efficiency Individual - Improved health and wellbeing - Increased motivation & engagement = Healthy, happy business

14 Indirect influence Influences on Health & Wellbeing Interventions Clinical - Chronic disease - Genetic factors Lifestyle - Exercise - Diet - Smoking Socio-economic - Carer - Commute - Debt Employer can indirectly influence Clinical - Health screening - MSDs - Absence management Lifestyle - Health Promotion - Canteen - Smoking cessation Socio-economic - Flexible working - Work/life balance - Debt advice

15 Direct influence Influences on Health & Wellbeing Interventions Work-related - Employment security - Job design - Effort-reward balance - Relationships - Fairness - Growth / development - Physical environment - Work-life balance Workplace - Work context / context - Management practices - Individual

16 How to Act 3 Map existing initiatives Absence management procedures Health promotion Canteen Flexible working Management practices Communication

17 Involve staff Staff engagement strategy Steering/focus groups Design, implementation and champion What media is best?

18 Resources and ideas Change 4 Life Employer toolkit British Heart Foundation Workplace Health Campaign Mindful Employer Ideas: - Healthy refreshments at meetings - Water available - Walking at lunchtime - Cycle to Work Scheme - Create a green space - Free health screening

19 Mental Health Why is work important to mental wellbeing? Improved self esteem and identity Social interaction and fulfilment Increased economic benefits to business, individual and community

20 Cost of mental health at work Mental health sickness absence costs employers 8.4 billion p.a. Reduced productivity presenteeism cost an additional 15.1 billion p.a. this is especially prevalent amongst higher paid staff It costs business in UK 2.4 billion p.a. to replace staff who leave work due to mental health problems The average employee takes 7 days p.a. off sick 40% of these absences are due to mental health problems The average cost per employee for mental health sickness absence is therefore 1035 p.a. Effective workplace programmes can reduce this cost by approximately 30% (Sainsbury Centre for Mental Health)

21 Common mental health problems at work 1:6 at any one time in the workplace has a condition such as anxiety or depression related to stress Increases to 1:5 where drugs and alcohol involved Incidence higher in women and in people yrs old Many incidences unrelated to work however the factors that are work related are: Long working hours Work overload and high demands (especially in the economic recession) Lack of control over decision making Poor social support and management Management style particularly affects womens mental health Social exclusion and isolation Half of employers think that between none and 1:20 of their employees will experience mental health problems whilst at work (Sainsbury Centre for Mental Health June 2010)

22 How can we improve mental wellbeing in the workplace? Integrate mental wellbeing into sickness absence, recruitment and management procedures/policies Promote equality, inclusion, participation and communication Reduce discrimination and stigma attached to mental health problems Give employees skills, support and opportunities Identify those most at risk Encourage self awareness and responsibility Ensure sickness absence polices include return to work interviews where support is offered to help those experiencing mental health problems Pro-active Occupational Health Other things to consider Flexible working hours Line managers role style and relationships then appropriate specialist skills and competencies training

23 Contact details