Creating Wellbeing at Work. Presentation by Graham Lowe Health Promotion Agency workshops September 15, 17 & 19, 2014

Transcription

1 Creating Wellbeing at Work Presentation by Graham Lowe Health Promotion Agency workshops September 15, 17 & 19, 2014

2 Focus Wellbeing & performance Healthy organizations Culture & leadership Actions you can take 2

3 Wellbeing & performance 3

4 Future workforce challenges Talent Engagement Costs Healthy, safe and productive workplaces 4

5 People-performance links Higher performance Engaged workforce Healthy & safe employees 5

6 Happy employees = sustainable success See: Harvard Business Review, Jan-Feb

7 Psychological health & safety risks 7

8 National Standard Psychologically healthy & safe workplaces Foster psychological well-being and enhance organizational performance Promote respectful relationships between staff and customers Support staff experiencing psychological difficulties Expand Occupational Health & Safety management systems Source: Mental Health Commission of Canada. 8

9 Healthy Organizations 9

10 Looking through a health lens Holistic Integrative Long-term Strategic 10

11 Healthy organization building blocks Inspired employees Vibrant workplaces Inclusive leadership Positive culture Source: G. Lowe. (2010). Creating Healthy Organizations. 11

12 The healthy organization Sustainable Success Creating value for stakeholders Inspired employees Vibrant workplaces Effective people practices Culture and leadership 12

13 Health, Safety & Performance This model builds on the WorkSafe Vision of working safer Successful and Sustainable Organizations Higher employee wellbeing & engagement Collaboration, leadership & culture Healthy and safe workplaces 13

14 Strategic impact of wellness High Impact Where is your organization on this trajectory? Low Impact Individual Risk Factors Comprehensive Programs Healthy Organization 14

15 Culture & Leadership 15

16 New Zealand needs a culture that recognizes health and safety as an investment in good business practice, improved productivity and reliability, and an engaged workforce. Working Safer: A Blueprint for Health and Safety at Work,

17 A tale of two cultures. The Golden Rule is a corporate value Lac-Mégantic train derailment: 47 dead 17

18 Mayo Clinic s culture of respect Mayo Clinic s core values nurture a culture of respect that contributes to the quality of work life. What is cherished (values) shapes behavior (culture). The profound respect Mayo employees typically have for patients, for each other, and for the institution is palpable. L. Berry & K. Seltman, Management Lessons from the Mayo Clinic. McGraw-Hill, 2008, p

19 Safety culture Supportive work environment People leadership SAFETY CULTURE Report Learn Act OUTCOMES Pride Commitment Satisfaction Engagement Source: G. Lowe. (2008). The role of healthcare work environments in shaping a safety culture. Healthcare Quarterly 11 (2),

20 Trust, engagement and performance Source: G. Lowe. (2012). How employee engagement matters for hospital performance. Healthcare Quarterly 15 (2),

21 Quality Healthcare Workplace Awards Platinum Award criteria: Source: Ontario Hospital Association 21

22 Culture, strategy & metrics Effective practices from Platinum Award winners: HR, wellness, cost-reduction and care quality goals linked within corporate strategy tied to MVV Corporate scorecards include healthy workplace and staff satisfaction / engagement measures Board and Executive use metrics in planning and decision-making Set targets and measure progress Source: Ontario Hospital Association

23 To what extent do you disagree or agree that each of these statements describes your organization? 1 = Strongly disagree, 2 = Disagree, 3 = Neither, 4 = Agree, 5 = Strongly agree How positive is your culture? 1) The organization has strong people-focused values. Your Response 2) Employees know and personally identify with the values of the organization. 3) Supervisors are selected based on their people skills. How inclusive is your leadership? 4) Managers encourage employees to take initiative. 5) Employees are able to improve their immediate work environment. 6) Employees are trusted to do what is best for customers / clients. Your Response 23

24 Discussion What scores highest? How have you achieved this? 24

25 Actions you can take 25

26 What you can do 1. Engage others 2. Design for wellbeing 3. Integrate initiatives 4. Model behaviours Costs??? $0 Time Commitment Follow-through 26

27 Engage Develop a shared workplace vision Relationships Job Team Supports 27

28 Improvements are a shared responsibility Vision Values EVERYONE IS A LEADER Actions 28

29 Design VIBRANT WORKPLACE INGREDIENTS 1. Respect and fairness 2. 2-way communication 3. Autonomy and input 4. Adequate resources 5. Supportive supervisors 6. Challenging work 7. Recognition and rewards 8. Safe and healthy environment 29

30 How do you design change? 30

31 Integrate Recruitment & retention 31

32 Link wellness and engagement goals Engagement Wellbeing Empower local workplace wellness committees Coordinate with OHS committees Foster employee participation and ownership Recognize that morale influences participation 32

33 Model the corporate values 33

34 Living the corporate values builds trust 34

35 To summarize You can be an effective change agent: 1. Be guided by values and vision 2. Involve your employees / co-workers 3. Communicate wellbeing-performance links 35

36 Your commitment Write down ONE action you will take in the next week to build a healthier organization: 1. 36

37 Be a change agent! 37

38 Questions & Comments? 38

39 For information and resources go to: Or scan: Follow me on The Graham Lowe Group 39