Workwell presentation 9th may


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Workwell presentation 9th may

  1. 1. works best whenpeople are at their best
  2. 2. employee engagement• 65% of employees globally are not fully engaged at work.With stress and anxiety about the future commonplace inthe workplace.Towers Watson 2012 Global Workforce Survey• Six million workers (24% or one in four of the UK workforce)are not satisfied with their job - and almost one in three(30%) do not feel engaged by their employer.What do workers want? An agenda for the workplace from the workplace, TUC, Sep 2008• UK productivity, as measured by GDP per worker, lagsbehind the average of the other G7 countries(Canada, France, Germany, Italy, Japan and the USA).IPA Guide to Workforce engagement, July 2009
  3. 3. Performance and TrustTrust in UK businesses is falling, from 44% of informed peopletrusting business in 2011 to only 38% of people in 2012Edelmen Trust Barometer 201270% engaged employees indicate they have a goodunderstanding of how to meet customer needs; only 17% ofnon-engaged employees say the same.Right Management 2006, Measuring True Employee Engagement, A CIPD ReportThree-quarters of highly engaged employees believe they canimpact costs, quality and customer service; and only 25% of thedisengaged believe they can.Towers Watson
  4. 4. Turnover and sickness absenceHighly engaged organisations have the potential to reduce staffturnover by 87% and improve performance by 20%.Corporate Leadership Council/Corporate Executive Board 2008 : Improving Employee Performancein the Economic DownturnAbsence costs the UK economy more than £17 billion a year,with the average employee taking 6.5 days off work throughillness in 2010.Confederation of Business Industry/Pfizer absence and workplace health survey, May 2011Engaged employees in the UK take an average of 2.7 sick daysper year.Gallup, 2003
  5. 5. has been estimated that nearly 10 % of the UK’s gross national product(GNP) is lost each year due to job generated stress.Stress and Mental Health in the Workplace, MIND week report, May 2005Research commissioned by Mind has found that work is the moststressful factor in people’s lives with one in three people (34 per cent)saying their work life was either very or quite stressful, more so thandebt or financial problems (30 per cent) or health (17 per cent).Mind 2013Stress at work, leading to long-term absence, has more than doubledsince the 1990s, with an estimated 500,000 suffering from work-relatedstress in the UK.Only a third of employees received any support to manage workplacestress.DWP Research report 751: Health and wellbeing at work: a survey of employees, July 2011
  6. 6. Benefits• Better health• Better engagement• Better attendance• Better retention & recruitment• Better brand image• Better customer satisfaction• Innovation and creativity• Better performance• Higher productivity• Resilience• Long term sustainability
  7. 7. Workwell Campaign
  8. 8. Workwell CampaignVisionTo create the most engaged workforce in the world.MissionTo create the conditions for the whole person to flourish.
  9. 9. + Engagement = Sustained PerformanceProactive management of wellbeing and engagement drivessustained performance.Wellbeing is comprised of the mutually supportive relationshipbetween the physical, psychological and social health of theindividual.Towers WatsonEngaged employees work with passion, commitment andtrust to drive and sustain their flourishing organisation.BITC
  10. 10. - approachAwarenessAdoption Reporting
  11. 11. Leadership Team
  12. 12. the conditions for the wholeperson to flourish
  13. 13. a safe & pleasantphysical environmentCreate an environmentwhere employees areencouraged to makehealthy lifestyle choices thatpromote physical andpsychological wellbeingBetter physical and psychological health
  14. 14. a happy and engagingEnvironment where ‘good work’ ispromoted• Management style &organisational culture• Skills and talent management• Flexible working arrangements• Autonomy - control & taskdiscretionBetter Work
  15. 15. social healththrough goodcommunication andopportunities that buildsocial capital at work andat home.Better Relationships
  16. 16. early interventions andactive absence management thatsupport rehabilitation andrecovery.• Occupational health• Human resources• Training for line managers &employeesBetter specialist support
  17. 17., case studies and
  18. 18. Linkedin discussion site500+ members
  19. 19.
  20. 20. Resilience Line Manager
  21. 21. of practical tools, by business for business
  22. 22. Public Reporting
  23. 23. Reporting benchmarking findings• All companies report something with 86% touching on four or five themes, however fewreport in depth• Strongest Segments are Better Work and Working Well• Particular strength in risk based/compliance issues i.e.− Health & Safety reporting− Diversity & Inclusion• Weakest Segment is Specialist Support• Employee Assistance Programmes (EAP) – almost no statistics for usage• Other specialist services• Management Information of Specialist Support• There is no reporting of psychological health• Very little benchmarking data is used for any metric• A handful of companies reported benchmarks for engagement survey data, butusually this was just for the headline engagement score and/or response rates• Few companies set targets (e.g. on scorecards) for any element of the Workwell model
  24. 24. – some quick wins• Be clear on who in your organisation has overall responsibility for wellbeing andengagement• Awards for people management – state these on your own website, and how they supportyour engagement and wellbeing strategies• Clear articulation of what you are doing: a concise summary of policies, procedures andactions being taken to improve engagement and wellbeing – even without robust metrics withtrend analysis – will score 1-2 points• More comprehensive Scorecards• Include some (or more) non-financial metrics e.g. engagement survey data and other leadingindicators. Some of these people measures drive other metrics such as customer satisfaction.• Identify some targets in those areas that you do report.• Employee engagement surveys are one source of data that many organisations haveacross all lines of business and geographies• They could be put to much greater use than merely reporting headline engagement scores and response rates• Could report against a number of areas of the Workwell model, e.g. employee feedback, attitudes tosafety, perceptions of training and leadership development, perceptions of wellbeing• Many more FTSE100 companies could refer to benchmarks whether industry sector, national or high performance
  25. 25.• Events and webinars– Building the Movement debates– Webinars• Benchmarking Support Programme• Guidance and supportGetting Involved