A presentation by Karen McCreanor, Strategic Business Development Partner, International at Christian Aid on their wellbeing journey. The presentation was made to participants at the People In Aid Members' Forum on 19 November 2013.
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Wellbeing at Christian Aid
1. WELLBEING AT CHRISTIAN AID
- our journey so far…
People in Aid AGM 19 November 2013
Brian Martin, Corporate Security Manager
Karen McCreanor, Strategic Business Development Partner
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2. Before we begin – who are we?
Christian Aid is a large Christian British and Irish relief and
development charity that works in 48 of the world’s poorest
countries, tackling the root causes of poverty and injustice. Our
work also includes strong advocacy and campaigning
Unlike other NGOs, Christian Aid is not operational but woks
through about 600 local partners where we support communities
to find their own solutions to the problems they face.
Globally we have just under 900 employed staff with our head
office in London and local offices in 25 countries. To support our
partners we have devolved the management of our programmes
to locally based staff. (Over 44% are based overseas)
Our funding comes primarily from supporters, plus donors and
governments. Last year gave grants worth £46.7m to partners
www. Christianaid.org.uk
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3. Wellbeing – why and where to start ?
All staff are critical to achieving our overall mission
Emerging awareness that wellbeing within our organisation
needed attention
Cross organisational project team formed
No set budget or project outcomes – initial funding
Approach was to seek to understand / diagnose / design
interventions
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4. Our internal road trip
Internal information at our fingertips – amalgamated
Staff survey and staff focus groups
Told us our story
Realised stuff that is invisible
Flexible working and types of paid leave
enhanced sickness and maternity pay
EAP and Absence management
R&R and good security and H&S training
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5. Our external tour - INGOs
INGOs - Jane Drapkin jane@backontrackcoaching.co.uk
Wellbeing broad theme, various policies and systems cover this
Majority collect absence and exit data, staff surveys, not all
have specific roles or budgets or report to senior management
All agree role of manager is key
Touch points include induction, management/leadership
development, EAP, workshops
WorldVision and DCA (staffed trained in psychological first aid
to survey and workshops)
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6. Our external tour - INGOs
INGOs suggestions
Train managers and staff
Recruit Wellbeing Manager
INGO shared social club
Tips from Jane:
People in Aid / Interhealth / CIPD / HSE
http://headington-institute.org/
http://www.antaresfoundation.org/default.htm
http://www.tavinstitute.org/
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8. A pause for breath
Wellbeing is important from:
legal, moral and performance perspective
Helpful to approach wellbeing by:
Primary – address root cause
Secondary – build awareness, resilience, responsibility
Tertiary – support symptoms
Secondary level will be different for:
Directors, managers and staff
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9. Reaching a key milestone in journey
Primary – starting to address root causes:
L&D, management, leadership, policies, performance
management, feedback mechanisms
Secondary – need to build awareness & resilience ideas
Strategy / policy / plan
Website, toolkits
wellbeing week
workshops and discussions
Development programme sessions
Meditation/mindfulness and Quiet work places
Tertiary – ok, but trip debriefs to be improved
Plan to be agreed with Directorate
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Brian
Good afternoon and welcome to this short presentation that Karen and myself are going to give on formulation of wellbeing within Christian Aid
After several false starts last year we finally began this wellbeing project in April this year and hope to have completed our work by the end of March with agreed policies and procedures in place for staff both in the UK and overseas.
Terminology varies across the spectrum from welfare, resilience, stress reduction or burn out. We have chosen the term ‘Wellbeing’
People in Aid have asked us to talk about what we have done already – thus we call it a journey as we have not finished yet,
Whilst at the same time use this presentation to remind each others of the need of good wellbeing within our organisations as well as help to develop discussion on the subject among our selves.
Brian
Form after the second world war to initially address the many issues in post war Germany
Tax campaign – climate change
Sustainability partners – not going to leave – greater understanding and identification with the local communities
Partners vary in size – build capacity of them
Just under half staff are overseas and locals
Supporters provide over half of our funding whilst balance donors or governments - Christian Week – Philippine £1.68m DFID from RRF
Brian
Growing awareness of importance of wellbeing – helps towards increased productivity by feeling appreciated (valued)and satisfied with their work – thing in place piece meal but not as a whole
Economic pressures means everyone working harder and longer for less pay – freeze – generate stress
Increase in natural and man made disasters –pressure to respond and work in difficult environments
Lots of organisational changes – jobs at risk – country office closures - redundancies
Feedback from staff - wanted management to address the issue - surveys
Small project funding drawn from our PPA to start the process. Team
Had a few false starts last year before formally starting the process earlier this year
Combination of factors already in place but piecemeal application – London centric rather than overseas
Karen
Internal info
Exit interviews, absence and employee assistance programme reports, security and staff surveys, workshops, Loretta, general feedback
Discoveries told us our story (data collection 2012-2013)
Staff leaving for career development or improved work / life balance / better or less change management / improved policies
Better management development
62 EAP reports, work stress, changes and redundancy and family most common – 2/3 were women
3475 days absence, some teams markedly higher than others, stress related issues a common reason
CEO sees resilience as coping with pressures and wellbeing as flourishing and reaching potential, space for staff to talk/be listened to
Surveys tell us we work too many hours, could better share information and learning, staff interested in wellbeing, H&S and security good, could improve on post trip debriefs
Workshop feedback positive, staff welcome awareness, training and discussion
Staff want workshops face to face, mindfulness and meditation, quiet places to work, discussions with managers and colleagues
Karen
11 organisations, eg Oxfam, Amnesty, Concern, PIA, EISF, DCA, WaterAid, Cafod, British Red Cross
Karen
Jane ex NGO, specialises in wellbeing. We obtained information from 11 organisations, eg Oxfam, Amnesty, Concern, PIA, EISF, DCA, WaterAid, Cafod, British Red Cross
Some INGOs used different terms such as stress management or duty of care.
Most staff leading on wellbeing did so out of personal interest rather than role
Brian
The Management Standards define the characteristics, or culture, of an organisation where the risks from work related stress are being effectively
managed and controlled.
The Management Standards cover six key areas of work design that, if not properly managed, are associated with poor health and well-being, lower productivity and increased sickness absence. In other words, the six Management Standards cover the primary sources of stress at work. These are:
Demands[1] – this includes issues such as workload, work patterns and the work environment.
Control[2] – how much say the person has in the way they do their work.
Support[3] – this includes the encouragement, sponsorship and resources provided by the organisation, line management and colleagues.
Relationships[4] – this includes promoting positive working to avoid conflict and dealing with unacceptable behaviour.
Role[5] – whether people understand their role within the organisation and whether the organisation ensures that they do not have conflicting roles.
Change[6] – how organisational change (large or small) is managed and communicated in the organisation.
The Management Standards represent a set of conditions that, if present, reflect a high level of health well-being and organisational performance.
Karen
Primary –Improving policies, processes, systems, ways of working, clarity of roles - anything that cause the pressure points
Secondary – Training for staff and managers to recognise stress and support personal wellbeing for themselves or their direct reports
Tertiary – Counselling, trip debriefs, flexi time, paid leave, coaching
Karen
We are addressing primary level (cause):
Leadership programme
Management development programme
Learning and development work
Reviewing internal policies
Improving performance management/development
Setting up feedback mechanisms
We are addressing tertiary level (support when it’s too late)
Coaching
Counselling / EAP
Paid leave
Medical checks and evaluations
Sick leave and pay
We are not addressing the secondary level (awareness and training around resilience and wellbeing)
Brian
Plan or journey has not yet finished – gap at addressing the secondary level .
Need yet to digest the out come of focus groups across the organisation to help develop a plan to take forward – remembering to the cultural context in the regions where we work.
Secondary – need to build awareness & resilience ideas
Strategy / policy / plan
Website, toolkits
wellbeing week
workshops and discussions
Development programme sessions
Meditation/mindfulness and Quiet work places
We would like to hear from you on how we might finish this journey – are we on the right course and what you have been doing towards wellbeing with your organisation that we might all learn
Work in your groups around the table spend a few minutes discussing the subject among yourself and come up with a couple of points
