Places for People 9th may


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  • There is a lot to tell you so I will do my best not to miss anything. Please feel free to ask me any questions. I believe things will get better – rather than D-Ream – things can only get better. It’s an exciting and interesting time. It’s important to remember – business success (and survival) is on everyone’s mind and having a good engagement and wellbeing strategy will support this. We don’t have a bottomless pit of money – what we do around engagement and wellbeing has to make a difference to the business and to its employees.
  • You can see we are a very diverse organisation – spread from Edinburgh to Eastbourne. Different T&C’s and the challenges that come with it. Our people engage with the organisation in many different ways and this also mean their engagement and wellbeing will be different too. And to add to the mix – it changes on a daily basis depending on what is going on in our personal lives too.
  • This is a signpost to let you know what I’m going to cover.
  • These are some of our areas of engagement. Works for some maybe not others Any one of these things can affect wellbeing if staff don’t receive support or know about it. People’s life's change so all our offerings need to be kept alive.
  • What we do know is that engaged well led teams are happier, perform better and are absent less so surely the recipe for wellbeing is easy, if only! We have very diverse teams….through our acquisition of DC Leisure we now have lifeguards working for us and a much younger workforce who want different things and want different choices than the ‘standard’ corporate offerings. Wellbeing is something we are taking much more seriously – people matter and our absence levels are not telling a positive story. The costs involved need to be taken very seriously as they are not sustainable for the business and equally we don’t want people being ill. The business case for us is to reduce absence and improve wellbeing through driving engagement and motivation. Our biggest issue is around mental health issues including stress and anxiety we work with a difficult customer base and it rubs off we have downsized our staffing and this means everyone is doing more and in real terms for less due
  • The list is self explanatory – it’s not likely to be much different to what you have. All links to engagement and all engagement links to wellbeing Corporate Games for second year Anyone form Places for People spot the one’s that are missing………………………. Staff benefits website coming in July…..
  • We are encouraging managers and staff to manage their own resilience – it’s a strength from within and we have developed a couple of initiatives to start us off
  • So – this is our wellbeing site Wellbeing intranet site is modeled on the BITC workwell model and this works really well for us as a guide We built this with the support of the IT department and then got together with our H&S and Diversity teams to add the content. We use Google analytics to monitor the traffic to the site and we link a lot of our wellbeing comms to the site so that staff get used to this source of information being available
  • We partnered with BITC and Aramark about 18 months – 2 years ago to develop the first ever managers resilience e-tool. This is something I’m personally very proud to have been involved with as I know it is widely used and therefore helping people. We have this managers tool built in to our management development programmes where managers also have an opportunity to do a reflective learning log on their staff and team wellbeing. Again we monitor the usage of the site and carry out regular comms to highlight it.
  • And it’s not about being super human, saving the world of Places for People and its customers. One of the best lessons I have learned is that can’t assume that everyone is aware of everything which you communicate or that they are interested in the communications at that moment in time. And for us it’s not about our people turning in to robots who have no emotions and just turn up for work – that’s an impossible and unhealthy state – it’s about being able to provide support when it’s needed. And staff knowing how to access it. Communicate in as many ways as possible – we have found focus groups and word of mouth to be the most effective. Is staff have a positive experience they will share it and news will travel.
  • Don’t assume that everyone knows what is available and that they remember it is there when they need to use it. Communicate communicate communicate Following feedback from a number of focus groups and surveys on our staff benefits ……………to find out what staff what We cam up with a plan…….if staff aren’t able to come to the benefits ….we will take the benefits to staff …. We are building a staff benefits portal which will hold our employee benefits and staff will see everything that is available to them with regular ‘hooks’ to keep them going back. And we will go out and talk to as many of our staff as possible to communicate the benefits Also it is going to be available so that staff can access it from home which will support staff who don’t regularly access our systems or don’t access them at all. Help engagement of remote workers
  • Two suggestions for you to help improve wellbeing One for me is about respect – (one of our values)
  • Call to action Get to know your teams – out of respect Picture one or all of their team then read through the questions. Knowing your team, builds rapport, reduces innate “danger” emotional reactions, aids the conversation.
  • Places for People 9th may

    1. 1. Things will only get betterLiz SharrocksEmployee Engagement Advisor
    2. 2. Places for People• One of the UK’s largest property development andmanagement companies• Circa 143,000 properties owned or managed• £3 billion asset base• Circa 5,250 employees*• Care and support of older persons, vulnerable adults andcustomers with physical and learning impairments• Financial and social inclusion products including loans,employment and learning• Large property and land portfolio• Significant landscaping and property maintenancedivisions• Recent acquisitions of 4 companies, includingleisure/management services (private rent/leasehold)*
    3. 3. Engagement & Wellbeing• Our focus• Wellbeing• Resilience• What is really happening• What we are doing about it• Key points – for you
    4. 4. Engagement at Places for Peopleencompasses everything we doAll supported by on-going & extensivecommunications
    5. 5. Our Focus1943 Abraham Maslow
    6. 6. Wellbeing…some of what we haveAnd coming soon………..All supported by SPIRIT
    7. 7. Building on wellbeing…resilience
    8. 8. Wellbeing
    9. 9. ResilienceResilience is not about you or your staff turning in to…It’s much harder than that!
    10. 10. We found that……You can lead ahorse to waterbut you can’tmake them drink
    11. 11. What is really happening… out there in the worldWe thought we had it cracked….. We thought wehad enough support in place……Change came along•Welfare reform•Possible third dip•High absence & costs•More with less
    12. 12. What are we doing about it?• We are continuing to support managers – they are singlemost important factor in wellbeing and engagement• Developing resilience training for mangers and staff(linked to feedback from absence pilot)• Promoting self resilience - starts on the inside and can bedeveloped – self responsibility• Review EAP programme to provide choices = empowering• Influencing rather than doing – gives responsibility• Keeping up communications• Focus groups and attending team meetings• Training / e-learning• Team engagement plans• And July – staff benefits site
    13. 13. ScoreThe month of their birthday?Where they live?How they travel to work?Their partner’s name?Their last holiday destination?Their main interests?Do you know...Key point 1 (call to action)Think of a member of your team…Builds rapport and lets your team know they matter.
    14. 14. Key point 2(call to action)Look after yourself or youwon’t be able to look afterothers
    15. 15. RememberWell employees+Engaged employees=Good business performance