AGR 3D Robertson Cooper

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  • Notably, the RR for all psychologicaldisorders was 1.21 for spouses of employees with one tripcompared with spouses of non-travelling employees, whereasthe RR was 1.93 for spouses of employees with four or moretrips compared with spouses of non-travelling employees.Stress related psychological disorders showed a strongertrend, with an RR of 1.18 for spouses of employees with onetrip versus spouses of non-travelling employees and an RR of2.71 for spouses of employees with four or more tripscompared with spouses of non-travelling employees.The top five of the remaining diagnostic categories for maleDimberg et al., 2006
  • 2 (women) – 3 (men) – from NIESR report
  • Notably, the RR for all psychologicaldisorders was 1.21 for spouses of employees with one tripcompared with spouses of non-travelling employees, whereasthe RR was 1.93 for spouses of employees with four or moretrips compared with spouses of non-travelling employees.Stress related psychological disorders showed a strongertrend, with an RR of 1.18 for spouses of employees with onetrip versus spouses of non-travelling employees and an RR of2.71 for spouses of employees with four or more tripscompared with spouses of non-travelling employees.The top five of the remaining diagnostic categories for maleDimberg et al., 2006
  • AGR 3D Robertson Cooper

    1. 1. Are your graduates tough enough?Building resilience and well-being Professor Ivan Robertson, Nicole Ferguson Robertson Cooper Ltd
    2. 2. Overview• What is resilience and why does emotional well- being matter?• Why do graduates need resilience?• Graduates’ resilience, mental toughness & well-being during difficult times• Building emotional resilience and well-being in graduates
    3. 3. What is resilience?• Psychologically positive and healthy Resilience protects psychological well-being and health• Behaviourally effective and capable Resilience helps to retain a focus on what matters and supports effective behaviour
    4. 4. Resilience – Alias...• Vitality• Energy• Flexibility• Mental toughness/strength• Hardiness, etc...
    5. 5. Why does it matter?More than 40 longitudinal studies in last 10-12 yearsPsychological well-being factors (positive feelings,negative feelings, optimism, depression, anxiety,smiling(?) ...) predict:• Earlier death• General ill health (including heart disease, blood pressure, immune system functioning, frailty in later life, cancer(?) ...) Source: Diener & Chan, 2011
    6. 6. Why psychological well-being matters Stress Hypothalamus reacts and releases biochemicals (specifically CRF) Longer term HPA & Sympathetic Nervous consequences, inclu System activated ding heart disease, immune system disruption Shorter term physical reactions: increased BP, pulse rate ... Stomach distress, headache, musculoskeletal pain, sleep disturbances
    7. 7. Why psychological well-being matters
    8. 8. Why well-being matters• Cardiovascular risk Blood pressure Cholesterol HR variability• Weight/Diabetes Glucose regulation Protein & fat metabolism• Immune system Inflammatory processes Autoimmune problems
    9. 9. Why does it matter?But how big are the effects on mortality and health?• Twice as likely to have died (2,800 people, two year follow up; 850 people, five year follow up)• Live 6-10 years longer (healthier and happier)• Size of effect similar to other well-established risk factors (e.g. smoking, diet) Sources: Ostir et al., 2000; Wilson et al., 2003; Diener & Chan, 2011)
    10. 10. Why does it matter? 35 30 25 Positive W/being 20 scores Moderate 15 W/Being scores 10 Low W/Being scores 5 0 % ColdsCohen et al., Psychosomatic Medicine, 2003
    11. 11. Psychological well-being: The link to performanceSome studies:• Donald et al., (2005) – almost a • Cropanzano and Wright (1999) Five quarter (23%) of variance in year longitudinal study of employee productivity (sample of psychological well-being and 16,000UK employees) is explained performance. Strong correlation by: between well-being and work - Psychological well-being performance • Taris & Schreurs (2009) - Perceived commitment of Client satisfaction (66 organisations, organisation to employee r=.29) • Ford et al., (2011) - Resources and communications Overall performance (111 organisations, total sample 10,000+, r=.40)
    12. 12. Why psychological well-being mattersPeople higher on psychological well-being• Show greater flexibility and originality• Respond better to unfavourable feedback• Make more positive judgements about others• Show higher levels of “Engagement”• Are more productive• Are likely to live longer … be sick less often … and have happier work and home life*Lyubomirsky, King & Diener, 2005
    13. 13. Why do we need resilience?: (Frequent) travel • Research* - travellers versus non-travellers: – General medical claims are higher – Psychological illness claims are 3 times higher! – Claims from spouses of travellers are 16% higher (over 30% higher for psychological problems) – Young children are negatively affected • Poor scores on Psychological well-being with average scores in the worst 20-25% for Manager/professionals • Benefits from some tripsSources: Dimberg et al., 2006, Liese et al., 1997, Espino et al., 2002, Westman & Etzion, 2002
    14. 14. Why do we need resilience? Work • Working more than 11 hours a day consistently Likelihood of depression – 250% higher than people working fewer hours • Travellers versus non-travellers: – General medical claims are higher – Psychological illness claims are 300% times higher – Claims from spouses of travellers are 16% higher (over 30% higher for psychological problems)Sources: Virtanen et al., 2012; NISER, 2012, Dimberg et al., 2006, Liese et al., 1997, Espinoet al., 2002, Westman & Etzion, 2002,
    15. 15. Why do we need resilience?: N= 20,000, General Total stress working population3.13.02.92.82.72.62.5 24 years or under 25 -34 years 35 - 44 years 45 - 55 years 55 or over
    16. 16. What factors influence psychological well-being and resilience at work? Person Situation Work Non-work
    17. 17. i-resilience : Personal resilience
    18. 18. Important workplace factors • Demands • Control • SupportJohnson & Hall, 1988; De Lange et al., 2003; O’Driscoll & Brough, 2010
    19. 19. Workplace factors and well-being• Demands • Demands• Control • Control• Relationships • Support • Change• Change • Role• Role • Reward &• Support contribution The ‘6 Essentials of workplace well-being’ - Robertson Cooper
    20. 20. The “6 essential” sources of pressure• Resources and communication (Pressure from lack of resources or information)• Control and autonomy (Limitations on how the job is done or freedom to make decisions)• Balanced workload (Peaks and troughs in workload, difficult deadlines, unsocial hours, work life balance challenges)• Job security & change (Pressure from change and uncertainty about the future)• Work relationships (High pressure relationships with colleagues, customers, bosses)• Job conditions (Pressure from working conditions or pay and benefits)
    21. 21. Work & Well-Being
    22. 22. Exercise: Sources of pressure for graduates• Which factors do you think your graduates are currently troubled by?• Do you think these factors are likely to get better / worse as over time? If so, why?• What do you think could realistically be done to keep these factors positive for graduates and address any potential issues?
    23. 23. Building & sustaining resilience• Learning & development• Effective management, leadership & organisational processes• Tracking well-being AND the drivers of well- being• Selection, assessment & talent management processes
    24. 24. Learning & development: Resilience trainingBetter psychological well-being and performance (resilience) is associated with:• Positive (optimistic) thinking styles• Experiencing tough challenges• Recognising and developing signature strengths• Using active (Problem-focused) coping strategies – rather than emotion- focused coping• Retaining a clear sense of purpose• Cognitive flexibility - control of thoughts and feelings• Establishing and nurturing a supportive social network• Looking after your physical condition – exercise may be the “magic bullet”
    25. 25. Personal resilience Confidence Recognise your strengths Positive attribution Challenge & mastery Physical well-being Purposefulness Social Support Practical tips Personal moral compass Effective networking and Achieving your goals techniques to Gratitude visits buildPositive mental time travel resilience Capatalising Workplace purpose Empathy vs. sympathy Adaptability Resilient thinking Thinking errors Mindfulness Working smarter
    26. 26. Learning & development: Resilience training• Positive (optimistic) thinking styles• Experiencing tough challenges - Stretch … but not Panic zone!• Recognising and developing signature strengths• Building mental toughness through tough experiences (but with suitable respite)• Physical exercise!
    27. 27. Building resilience: Challenge & Mastery
    28. 28. Who said this ..?• “… I put myself under immense pressure - I’m very healthy, but I need that pressure. It only becomes stressful when you can’t handle it…..and boy, do I love handling it!”• “…This job is everything … I know I will never be under more pressure … what I have truly gained is the knowledge that I can cope with the pressure of any job in the world … and that makes me happy”
    29. 29. Building resilience: “Tough” experiences• Tough (very challenging) experiences CAN build higher resilience but only if … Failure and success are attributed positively There are sufficient periods of respite The challenge seems worth it (long-term goals can be a source of motivation) Thoughts and feelings are controlled Beliefs and ambitions are properly grounded in reality
    30. 30. Management, leadership & organisational processes
    31. 31. The Well-Being Reservoir Work Control Job conditions relationships Learning & Development Fair Balanced Workload rewards Resources& Respect &communications attention Job Security & Change
    32. 32. Management, leadership & organisational processes
    33. 33. Management, leadership & organisational processes• Control the “six essentials” of workplace well-being• Balance challenge and support
    34. 34. Tracking well-being AND the drivers of well-beingResources andCommunicationControlWork Relationships PsychologicalWork Life Balance;Workload well-beingJob Security& ChangePay, Benefits & Jobconditions
    35. 35. Selection, assessment & talent managementJob profile Person profileResources Resourcesand andCommunication Communication “Matching”Control Score Control Score indicatesWork Relationships if person is Work Relationships likely toBalanced workload “flourish” or be Balanced workload “troubled” inJob Security the role Job Securityand Change and ChangeJob Conditions Job Conditions
    36. 36. Profiling the job Source of pressure in the jobJob profile 6…………………………………….1ResourcesandCommunicationControlWork RelationshipsBalanced workloadJob Securityand ChangeJob Conditions
    37. 37. Profiling the person Troubled by this1…………………………………….6 Person profile Resources and Communication Control Work Relationships Balanced workload Job Security and Change Job Conditions
    38. 38. Profile comparisonJob profile Person profileResources Resourcesand andCommunication CommunicationControl ControlWork Relationships Work RelationshipsBalanced workload Balanced workloadJob Security Job Securityand Change and ChangeJob Conditions Job Conditions
    39. 39. Collaboration to develop toolExpected outcomes• A new, simple tool - to help ensure that recruits are better able to withstand the pressures in a job.• “Pressure profile” of roles for collaborating• An executive report summarising the work done and the main outcomes.• Preferential access to the tool for collaborating organisations.
    40. 40. Building & sustaining resilience• Learning & development• Effective management, leadership & organisational processes• Tracking well-being AND the drivers of well- being• Selection, assessment & talent management processes
    41. 41. For free tools (including i-resilience) anddownloads from Robertson Coopervisit www.robertsoncooper.com/gooddayatworkContact us: hi@robertsoncooper.com 0161 232 4910 Take your graduate development programmes to the next level… Enjoyed today’s session? Enter our prize draw and win a graduate development package for your organisation. See Nicole for more info.

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