Conference – 27 th  October 2011  Matthew Beattie and Stuart Burgess, Directors delivered in New Zealand by www.healthwell...
www.healthwellbeingstandard.com Health & Wellbeing Employers Trusted Advisors S
The essential philosophy of Investors in People Unfocused effort Clearer direction Better Results Get everyone pulling tog...
<ul><li>This month, Australian Senator the Hon Christopher Evans, Minister for Tertiary Education, Skills, Jobs and Workpl...
Five-Minute Self-Assessment  of the Health & Wellbeing  Strategy  in your organisation or what you know about one  of your...
<ul><li>The Health and Wellbeing Award </li></ul><ul><li>a  standard  to measure your organisation’s health & wellbeing. A...
Investors in People has two frameworks  or standards of  measurement.  They are sympathetic  and overlap by 30%. Measures ...
<ul><li>The Health and Wellbeing Award </li></ul><ul><li>a standard to measure your organisation’s health & wellbeing. A  ...
The key determinant  of people’s wellbeing  is how well they are  managed & supported  - thus we focus on the role of  lin...
<ul><li>The Health and Wellbeing Award </li></ul><ul><li>a standard to measure your organisation.  A   new  framework to m...
www.healthwellbeingstandard.com M
www.healthwellbeingstandard.com M 03 PEOPLE MANAGEMENT STRATEGIES Strategies for people’s health and wellbeing are designe...
www.healthwellbeingstandard.com M
www.healthwellbeingstandard.com M 07 INVOLVEMENT AND EMPOWERMENT People are encouraged to take ownership and  responsibili...
www.healthwellbeingstandard.com M
www.healthwellbeingstandard.com M 10 CONTINUOUS IMPROVEMENT Improvements are continually made to the way health and wellbe...
<ul><li>The Health and Wellbeing Award </li></ul><ul><li>a standard to measure your organisation’s health & wellbeing. A  ...
<ul><li>Planning for the external assessment (structure, #’s etc.) </li></ul><ul><li>Interview a selection of Senior Manag...
<ul><li>(2,200 employees) </li></ul><ul><li>Working towards the Award has: </li></ul><ul><li>Allowed them to focus on acti...
<ul><li>(776 employees) </li></ul><ul><li>Factors related to the Investors in People Health and Wellbeing Award contribute...
<ul><li>(28 employees) </li></ul><ul><li>A more strategic approach to health and wellbeing has helped the nursery to:  </l...
and the benefits... www.healthwellbeingstandard.com S
www.healthwellbeingstandard.com <ul><li>Key terms that capture the ethos </li></ul><ul><li>Engagement </li></ul><ul><li>Ac...
www.healthwellbeingstandard.com Username:  hwa799 Password:  ohsig Valid for 30 days from now M
www.healthwellbeingstandard.com Matthew Beattie Salusora Limited Wellington 04-382 8071 027 248 8224 [email_address] Stuar...
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Measuring Health and Wellbeing Productivity and Effectiveness – a new International Standard

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Matthew Beattie
Director, Salusora Ltd
c/- Instep, PO Box 801, Wellington 6001
matthew.beattie@healthwellbeingstandard.com

(P20, Thursday 27, Ilott Theatre, 10.30)

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Measuring Health and Wellbeing Productivity and Effectiveness – a new International Standard

  1. 1. Conference – 27 th October 2011 Matthew Beattie and Stuart Burgess, Directors delivered in New Zealand by www.healthwellbeingstandard.com It’s about outcomes, not process M
  2. 2. www.healthwellbeingstandard.com Health & Wellbeing Employers Trusted Advisors S
  3. 3. The essential philosophy of Investors in People Unfocused effort Clearer direction Better Results Get everyone pulling together to produce better results faster www.healthwellbeingstandard.com S
  4. 4. <ul><li>This month, Australian Senator the Hon Christopher Evans, Minister for Tertiary Education, Skills, Jobs and Workplace Relations, said: </li></ul><ul><li>“… the key to increasing productivity at the workplace level comes from investing in people rather than changing the industrial relations system ”. </li></ul><ul><ul><li>High Performing Workplaces (HPWs) have 12% higher productivity than Low Performing Workplaces (LPWs) when ranked in terms of their innovation, employee engagement, fairness, leadership and customer satisfaction </li></ul></ul><ul><ul><li>The average profit margin of HPWs are three times higher than those of LPWs </li></ul></ul><ul><li>Leadership, Culture and Management Practices of High Performing Workplaces: The High Performing Workplace Index , October 2011 </li></ul>www.healthwellbeingstandard.com S
  5. 5. Five-Minute Self-Assessment of the Health & Wellbeing Strategy in your organisation or what you know about one of your clients www.healthwellbeingstandard.com S
  6. 6. <ul><li>The Health and Wellbeing Award </li></ul><ul><li>a standard to measure your organisation’s health & wellbeing. A new quality framework from Investors in People - IIP started in UK 20 years ago - now 35,000 global clients </li></ul>www.healthwellbeingstandard.com M
  7. 7. Investors in People has two frameworks or standards of measurement. They are sympathetic and overlap by 30%. Measures the quality of an organisation’s performance through its employees – looks at the whole HR strategy www.healthwellbeingstandard.com M
  8. 8. <ul><li>The Health and Wellbeing Award </li></ul><ul><li>a standard to measure your organisation’s health & wellbeing. A new quality framework from Investors in People - IIP started in UK 20 years ago - now 35,000 global clients </li></ul><ul><li>research driven, evidence-based (numerous case studies) and outcome focused </li></ul>www.healthwellbeingstandard.com M
  9. 9. The key determinant of people’s wellbeing is how well they are managed & supported - thus we focus on the role of line managers and teams within an overall strategy Health & wellbeing is much more than providing a well-stocked fruit bowl and gym memberships www.healthwellbeingstandard.com M
  10. 10. <ul><li>The Health and Wellbeing Award </li></ul><ul><li>a standard to measure your organisation. A new framework to measure organisational quality from Investors in People - IIP started in UK 20 years ago - now 35,000 global clients </li></ul><ul><li>research driven, evidence-based and outcome focused </li></ul><ul><li>aims to improve health & wellbeing of New Zealand businesses by enhancing employee engagement and productivity. Provides employers with a voluntary framework to use in their ‘plan, do and review’ management cycle </li></ul>www.healthwellbeingstandard.com M
  11. 11. www.healthwellbeingstandard.com M
  12. 12. www.healthwellbeingstandard.com M 03 PEOPLE MANAGEMENT STRATEGIES Strategies for people’s health and wellbeing are designed to promote equality of opportunity and work-life balance. Evidence Requirements Top managers Managers (includes top managers) People (includes top managers and managers) <ul><li>Top managers describe how the organisation’s health and wellbeing is fairly supported </li></ul><ul><li>2. Top managers describe their strategies to promote work-life balance </li></ul>3. Managers describe how their team’s health and wellbeing is fairly supported 4. Managers describe how they ensure work-life balance solutions are put into practice 5. People can describe how their health and wellbeing is fairly supported 6. People describe how they are supported in balancing their work and personal lives PLAN: Develop strategies to improve performance
  13. 13. www.healthwellbeingstandard.com M
  14. 14. www.healthwellbeingstandard.com M 07 INVOLVEMENT AND EMPOWERMENT People are encouraged to take ownership and responsibility by being involved in decision-making and are given relevant information about health and wellbeing. Evidence Requirements Top managers Managers (includes top managers) People (includes top managers and managers) 1. Managers describe how they promote ownership and responsibility by involving people in decision-making 2. People describe how they are involved in decision-making 3. They describe how they are encouraged to take ownership and responsibility for decisions they make 4. They describe how they are given information and support about health and wellbeing activities DO: Take action to improve performance
  15. 15. www.healthwellbeingstandard.com M
  16. 16. www.healthwellbeingstandard.com M 10 CONTINUOUS IMPROVEMENT Improvements are continually made to the way health and wellbeing is managed and developed. Evidence Requirements Top managers Managers (includes top managers) People (includes top managers and managers) 1. Top managers show they are continually reviewing and improving (the organisation’s) health and wellbeing activities 2. Top managers explain how they use feedback in this review 3. Managers show they are continually reviewing and improving their team’s health and wellbeing activities 4. Managers explain how they use their people’s feedback in this review 5. People describe how they are involved in reviewing and improving health and wellbeing activities   6. People confirm good practice and experiences are shared and successes recognised REVIEW: Evaluate and improve performance
  17. 17. <ul><li>The Health and Wellbeing Award </li></ul><ul><li>a standard to measure your organisation’s health & wellbeing. A new quality framework from Investors in People - IIP started in UK 20 years ago, but now 35,000 global clients </li></ul><ul><li>research driven, evidence-based and outcome focused </li></ul><ul><li>aims to improve health & wellbeing of New Zealand businesses by enhancing employee engagement and productivity. Provides employers with a voluntary framework to use in their ‘plan, do and review’ management cycle </li></ul><ul><li>it is not a programme, not a product – it measures the programme you have against an international standard and advises the intervention(s) needed to bring your organisation up to that level </li></ul>www.healthwellbeingstandard.com M
  18. 18. <ul><li>Planning for the external assessment (structure, #’s etc.) </li></ul><ul><li>Interview a selection of Senior Managers, Managers & People </li></ul><ul><li>Confidential interviews pulling out common themes </li></ul><ul><li>What are good practices? </li></ul><ul><li>Where are opportunities? </li></ul><ul><li>Are evidence requirements met? </li></ul><ul><li>Action planning </li></ul>www.healthwellbeingstandard.com The Assessment Process S
  19. 19. <ul><li>(2,200 employees) </li></ul><ul><li>Working towards the Award has: </li></ul><ul><li>Allowed them to focus on activities and initiatives that add value </li></ul><ul><li>Integrated the health & wellbeing strategy into the business rather than being a stand-alone programme </li></ul><ul><li>Provided a platform from which they could talk with leaders and individuals about what they see as the role of health and wellbeing within the business </li></ul><ul><li>Raised the visibility of the health and wellbeing programme at Kimberly-Clark UK and the work of the health professionals </li></ul><ul><li>Helped them to understand what makes employees tick and why they come to work </li></ul><ul><li>“ The Investors in People Health & Wellbeing Good Practice Award really makes you examine what you are doing and how it links back to your overall business strategy. It has given us an edge in terms of the health and wellbeing programme we offer our employees which in turn has improved their engagement, morale, team dynamics, resilience and performance levels. We received some really constructive guidance from our assessor on how to get the most out of our health and wellbeing programme”. </li></ul>www.healthwellbeingstandard.com Case Study S
  20. 20. <ul><li>(776 employees) </li></ul><ul><li>Factors related to the Investors in People Health and Wellbeing Award contributed to a reduction in staff turnover levels, from 21.6% to 14.6% in 2009. </li></ul>www.healthwellbeingstandard.com Case Study “ Personally, I can’t see why an organisation wouldn’t want to go for the Investors in People Health and Wellbeing Award. The most valuable resource you have as an organisation (and often the most costly), is your staff. This award offers a fantastic opportunity to look at what you are doing to keep your staff, whom you expect so much from, happy, healthy and feeling valued so that they can deliver their very best.” Bupa Cromwell Hospital S
  21. 21. <ul><li>(28 employees) </li></ul><ul><li>A more strategic approach to health and wellbeing has helped the nursery to: </li></ul><ul><li>recruit the right people . By publicising the nurseries health promoting environment the nursery feels it has been able to attract a higher calibre of employee - appointed staff are staying for longer </li></ul><ul><li>reduce staff absenteeism from 4.9% in 2007 to below 4%. This is a particularly pleasing result for the nursery as the national average is 5.3% while the average for the caring profession is 7.7% </li></ul><ul><li>improve fitness and health on an individual level </li></ul>www.healthwellbeingstandard.com Case Study “ Other awards can be a bit tokenistic; they are just a one-off stamp of approval which can be a waste of resources. With Investors in People you keep reaping the rewards as time goes by.” S
  22. 22. and the benefits... www.healthwellbeingstandard.com S
  23. 23. www.healthwellbeingstandard.com <ul><li>Key terms that capture the ethos </li></ul><ul><li>Engagement </li></ul><ul><li>Accountability </li></ul><ul><li>Consistency </li></ul><ul><li>Measurement </li></ul><ul><li>Resilience </li></ul>S
  24. 24. www.healthwellbeingstandard.com Username: hwa799 Password: ohsig Valid for 30 days from now M
  25. 25. www.healthwellbeingstandard.com Matthew Beattie Salusora Limited Wellington 04-382 8071 027 248 8224 [email_address] Stuart Burgess Salusora Limited Auckland 09-360 4025 027 458 8930 stuart.burgess @healthwellbeingstandard.com M

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