Why WellBeing Matters to the UK Economy and the NHS

1
Why Well-Being Matters to the UK Economy and
the NHS

• Gordon Tinline
• Robertson Cooper Ltd

2
Pressure Performance Curve
Well-Being
Lack of engagement or motivation
Stress
Burn Out
Performance
Rust Out
Pressure
3
Stress Economic Cost Estimates

• HSE
• Work-related stress accounts for over a third of
  all new incidences of ill health
• Each case of work-related stress, depression or
  anxiety related ill health leads to an average of
  30.2 working days lost
• A total of 13.8 million working days were lost to
  work-related stress, depression and anxiety in
  2006/07
• 10.5 billion in sickness absence costs (CIPD,
  2004)
• 10 of GNP/GDP 141 billion in 2007! (Arnold et
  al.2005)

4
Incapacity Benefit Claims
5
Top 5 Causes of long-term illness (CBI/AXA, 2008)

• Manual Workers

• Non-manual Workers

• Back pain
• Non-work related stress
• Other musculoskeletal
• Work related stress
• Heart / blood pressure problems

• Non-work related stress
• Work related stress
• Other musculoskeletal
• Back pain
• Cancer

6
Well-Being and Engagement in the UK

• Only 12 of the UK workforce is highly engaged
  - just above the European average (Towers Perrin
  European Talent Survey 2004)
• 65 are moderately engaged, while 23 are
  actively disengaged
• If only 12 of employees are fully engaged many
  of your employees are probably in the other 88!

7
Improving well-being raises productivity

• Research using ASSET looked at 50,000 people
  across 61 organisations
• Applied trends to UK economy as a whole
• Based on improvement in well-being of only 7
• Estimated 12 billion productivity gain
• NHS 722 million

8
Employee Engagement in the NHS

• Recent survey by IDS of 24,000 NHS employees
• Showed 60 of employees have thought about
  leaving the service in the last year
• 61 reported that their morale and motivation had
  deteriorated in same period
• So getting well-being and engagement right is
  important for the NHS at the moment.

9
Key Drivers of Engagement in NHS

• Employees feel that
• They are valued and involved (strongest driver)
• Their ideas can be voiced and will be listened to
• They have opportunities to develop their jobs
• The organisation is as committed to them as they
  are to it
• They have a good relationship with line manager
• Their Employer shows concern for their health and
  well-being
• Institute for Employment Studies, 2004

10
What matters to NHS staff? (Ipsos/MORI, 2008)

• The resources to deliver quality care for
  patients
• The support I need to do a good job
• A worthwhile job with the chance to develop
• The opportunity to improve the way we work

11
Factors employers think raise morale (CBI/AXA,
2008)

• Top factors
• Praise for job well done
• Development opportunities
• Regular information from senior management
• Ability to influence way work is done
• Effective performance management

12
Well-Being The ASSET Model

• Organisational outcomes
• Productivity
• Low sickness absence
• Low turnover
• Attractive to recruits
• Customer satisfaction

• Sense of purpose
• Resources communication
• Control and autonomy
• Work relationships
• Work life balance
• Workload
• Psychological well-being
• Engagement

Enabler Barriers

• Individual outcomes
• Productivity satisfaction
• Good citizenship
• Health well-being

13
An Integrated Well-Being Approach

• Build the business case identify the
  stakeholders the benefits to them, plus costs
  and benefits to the Trust
• Measure well-being employee engagement
• Take action to improve working lives
• Several NHS Trusts and DH are now launching
  well-being and engagement projects

14
Solutions Organisational AND Individual
Responsibility
15
 
Comprehensive Programme
Interventions

• Primary Dealing with the stressors
• Selection policies induction
• Workflow planning (task allocation,
  matching resource to work flow demand, etc)
• Work Life Balance initiatives
• Management Leadership Development Programmes
• Secondary Helping people to cope
• Resilience / Pressure Management training
• Annual reviews appraisals and personal
  development plans
• Healthy Lifestyle Well-Being programmes
• Tertiary Picking people back up
• Employee Assistance Programmes

Risk Analysis
Interventions Concentrating on Individuals, Teams
and Organisations
Stress Prevention Strategy
A Participative Approach
16
Integrated Solutions in the NHS

• Focus on core business
• Delivery
• Team-working
• Stakeholder engagement
• Board leadership

An engaged and effective Board
Leadership that balances challenge and support
Patients and other stakeholders
Staff well-being
17
Case Study - Kent Police

• Used ASSET to measure well-being levels
• Implemented interventions to drive improvement
• E.g. Psychological screening for staff entering
  vulnerable units and the W8wise_at_work campaign
• In just 2 years, achieved a 25 reduction in
  sickness absence (18,600 sick days saved per year
  across 6,000 staff)
• CIPD estimate average cost of a days absence at
  78 - equating to a saving of nearly 1.5m per
  annum

18
Case Study Somerset Council

• Surveyed 15,000 staff
• Found hotspots of pressure / stress
• Consulted through focus groups
• Designed action plan
• Implemented change projects
• We have achieved cost savings of over 1M per
  annum. We assumed that we would need to employ
  more staff, but we realised that this would have
  made the problem worse.
• Peter Rowe, Head of Human Resources, Somerset
  County Council
• Case study featured on HSE website.

19
Beacons of Excellence in Stress Management (HSE)

• HR / Personnel

Health and Safety
Line Managers
Occupational Health
http//www.hse.gov.uk/research/rrhtm/rr133.htm
20
For well-being be a hair dresser!