Flexible Working & Well-Being in the Workplace Susannah Robertson Robertson Cooper Limited

Robertson Cooper Business (Chartered Occupational) psychologists based in Manchester and London. University spin-off company (UMIST) founded in 1999 by Professors Ivan Robertson and Cary Cooper Our core proposition is to enable organisations to develop and maintain performance focused well-being in their workforce Work across the public and government sectors and in the private sector.

Business (Chartered Occupational) psychologists based in Manchester and London.

University spin-off company (UMIST) founded in 1999 by Professors Ivan Robertson and Cary Cooper

Our core proposition is to enable organisations to develop and maintain performance focused well-being in their workforce

Work across the public and government sectors and in the private sector.

Work Life Balance Profile of WLB issues increased over last decade Initially about being ‘family friendly’ – gender equality movement, helping women return to work Firmly on the HR agenda - initially an employer led movement 24/7 climate requires different relationship with employer Tendency for flexibility and WLB to be thrown at this problem

Profile of WLB issues increased over last decade

Initially about being ‘family friendly’ – gender equality movement, helping women return to work

Firmly on the HR agenda - initially an employer led movement

24/7 climate requires different relationship with employer

Tendency for flexibility and WLB to be thrown at this problem

WLB policies Flexible working - some typical reactions Impact on co-workers - extra co-ordination and cover required - concern over equity of arrangements Impact on motivation and work-related stress - higher levels of individual motivation - motivation of whole work group damaged Impact on well-being - damaged relationships with co-workers - better home life?

Flexible working - some typical reactions Impact on co-workers - extra co-ordination and cover required - concern over equity of arrangements Impact on motivation and work-related stress - higher levels of individual motivation - motivation of whole work group damaged Impact on well-being - damaged relationships with co-workers - better home life?

Flexible Working: An Employer Survey, CIPD 2005

WLB policies Will not automatically: improve well-being or reduce work-related stress damage motivation and productivity CAN have a positive impact on both productivity AND well-being Their impact on both motivation and well-being for the whole workforce can be unpredictable and the implementation and consequences need to be constantly monitored Presentation will focus on the combination of the two key issues linked to WLB: well-being and productivity of the workforce

Will not automatically:

improve well-being or reduce work-related stress

damage motivation and productivity

CAN have a positive impact on both productivity AND well-being

Their impact on both motivation and well-being for the whole workforce can be unpredictable and the implementation and consequences need to be constantly monitored

Presentation will focus on the combination of the two key issues linked to WLB: well-being and productivity of the workforce

Positive psychological well-being Understanding people at their best In the last three months at work have you felt: (1, not at all – 5, very much) Inspired Alert Excited Enthusiastic Determined Happy Contented

Understanding people at their best

In the last three months at work have you felt:

(1, not at all – 5, very much)

Inspired

Alert

Excited

Enthusiastic

Determined

Happy

Contented

Well-being and productivity There is a positive correlation between well-being and performance (about 0.3) (Cropanzano & Wright, 1999; Wang, 2000; Donald et al., 2005) Improving well-being = improvements in performance Improving performance = further improvements in well-being - a virtuous cycle

There is a positive correlation between well-being and performance (about 0.3) (Cropanzano & Wright, 1999; Wang, 2000; Donald et al., 2005)

Improving well-being = improvements in performance

Improving performance = further improvements in well-being - a virtuous cycle

Business case for well-being: The satisfaction mirror Well-Being Staff satisfaction Customer satisfaction Talent Management Healthy, happy (and productive) workforce = good image for the organisation – employer of choice status

The satisfaction mirror Well-Being

Staff satisfaction Customer satisfaction

Talent Management Healthy, happy (and productive) workforce = good image for the organisation – employer of choice status

Business case for well-being: Performance improvement What is it worth? For an average performer, 10% improvement in performance is worth 10-15% of salary (Schmidt & Hunter, 1982) Average salary = £25K For 2,000 employees = £1.25M for each 2% increase in performance Sickness-absence* National average – 7 days lost per employee Average cost per employee of one day sick = £82 Average cost per employee = 7x£82 = £574 For 2,000 employees: Cost to organisation = £1.1M *CIPD, 2006

Performance improvement What is it worth? For an average performer, 10% improvement in performance is worth 10-15% of salary (Schmidt & Hunter, 1982) Average salary = £25K For 2,000 employees = £1.25M for each 2% increase in performance

Sickness-absence*

National average – 7 days lost per employee

Average cost per employee of one day sick = £82

Average cost per employee = 7x£82 = £574 For 2,000 employees: Cost to organisation = £1.1M

Key Determinants of Well-Being Sense of purpose Resources & Communication Control and autonomy Work Relationships Work Life Balance Work Overload

Sense of purpose

Resources & Communication

Control and autonomy

Work Relationships

Work Life Balance

Work Overload

The pressure-performance curve Performance Pressure Stress Lack of motivation Rust Out Burn Out Rust-out Motivation and productivity at risk Performance Focused well-being High productivity and well-being Burn-out Well-being and productivity at risk

The ASSET Model Sense of purpose Resources & Communication Control and autonomy Work Relationships Work Life Balance Work Overload Psychological well-being Engagement Enabler & Barriers Assess, then intervene

Sense of purpose

Resources & Communication

Control and autonomy

Work Relationships

Work Life Balance

Work Overload

Psychological well-being

Engagement

Improving well-being via flexible working Measure baseline metrics (retention, productivity, absence etc.) Assess sources of pressure and well-being levels Review whether action is needed

ASSET Survey Results

Flexible working and well-being Flexible working can work But, unintended consequences to consider To ensure benefits delivered – measure and monitor impact (workforce reactions, key metrics)……. regardless of what scheme implementing

Flexible working can work

But, unintended consequences to consider

To ensure benefits delivered – measure and monitor impact (workforce reactions, key metrics)……. regardless of what scheme implementing