Wellbeing and performance in the NHS –
 an outcome of a Positive Work Culture




         Derek Mowbray
          derek.m...
Health and wellbeing – where to start

Influences on health and wellbeing


                                     Genetics
...
The ‘big idea’



People who feel well perform better than people who feel ill
Wellbeing and Performance

                                       Just a Minute Performance Model



Wellbeing            ...
Work improves our health and wellbeing

           Working days a year




                                 Holidays

    ...
Psychological distress
Defining psychological distress

        Pressure – Strain - Stress


       Stimulant (pressure)



                Diver...
The impact of stress at work




                      The Law
    Individual           and
      misery          Tribunal...
40       Turnover of staff 2006, 2007
                                                          and 2008
                 ...
Organisations are controlled communities




      It is the manner in which they are
          controlled that is importa...
Costs of the ‘Iceberg Effect’ as a percentage of
     total costs of psychological distress at work




                  ...
High personal wellbeing                         Average personal wellbeing
             Good business performance         ...
Tackling the problem of psychological distress at
                     work

                                            P...
A Positive Work Culture
              based on wellbeing and performance
Strategic framework     Focus             Purpose...
Wellbeing and Performance
         strategy




        Culture



                            Derek Mowbray 2009
Characteristics of a Positive Work Culture
•a clear, unambiguous purpose, expressed as a simple ‘big idea’, an idea which ...
We all act


We are all actors



        We act according to context



                     We are influenced by the cul...
We behave according to the meaning we place on specific situations
Trust, commitment and engagement




Building trust and commitment leads to engagement
Organisation Development

                        Organisation purpose


   Organisation               Organisation       ...
Factors that influence trust and commitment
                                  Purpose
                                 The...
Personal attributes and                      Behaviours
      behaviours
                                             Atte...
Attentiveness




                                              Intellectual
Encouragement
                               ...
Return on Investment

Costs

Performance

Engagement

Inspiration and Innovation

Trust

Commitment
Further information


Draft Code of Conduct for Healthcare Management – www.ihm.org.uk



Brief guide to a Positive Work C...
Hsj Conference January 2010
Hsj Conference January 2010
Hsj Conference January 2010
Hsj Conference January 2010
Upcoming SlideShare
Loading in …5
×

Hsj Conference January 2010

615 views

Published on

Presentation to HSJ Conference in London on 20th January, 2010 on Wellbeing and Performance in the NHS

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
615
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
6
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Hsj Conference January 2010

  1. 1. Wellbeing and performance in the NHS – an outcome of a Positive Work Culture Derek Mowbray derek.mowbray@orghealth.co.uk
  2. 2. Health and wellbeing – where to start Influences on health and wellbeing Genetics Nutrition Behaviour After Thomas McKeown in: The Role of Medicine: Dream, mirage or nemesis NPHT. 1976
  3. 3. The ‘big idea’ People who feel well perform better than people who feel ill
  4. 4. Wellbeing and Performance Just a Minute Performance Model Wellbeing Performance feeling well clear aims being well and feeling well appropriate aims being ill but feeling well clear timetable being alert efficacious action concentrating no deviation motivated effective action engaged no repetition having energy efficient actions no hesitation
  5. 5. Work improves our health and wellbeing Working days a year Holidays Work Weekends Work
  6. 6. Psychological distress
  7. 7. Defining psychological distress Pressure – Strain - Stress Stimulant (pressure) Diversion (strain) Impairment (stress)
  8. 8. The impact of stress at work The Law Individual and misery Tribunals HSE Management Insurance Standards premiums Sickness absence, staff turnover.
  9. 9. 40 Turnover of staff 2006, 2007 and 2008 31 30 ‘Top 100 Companies to Work For’ 30 Source: Sunday Times March 2007, 2008 and 2009 25 23 22 2006 Number 20 of 17 2007 companies 15 15 14 14 13 2008 11 11 10 9 8 7 7 56 5 4 4 1 22 0-5 6-10 11-15 16-20 21-25 26-30 31-35 Over 35 Percentage of all staff turnover pa
  10. 10. Organisations are controlled communities It is the manner in which they are controlled that is important.
  11. 11. Costs of the ‘Iceberg Effect’ as a percentage of total costs of psychological distress at work 32% 58% sickness absence staff turnover ‘Iceberg effect’ reduced productivity at work 10%
  12. 12. High personal wellbeing Average personal wellbeing Good business performance Poor business performance Characteristics: Characteristics: Clear purpose Ambiguous purpose Commitment, Trust, Engagement Poor recruitment practices Effective recruitment practices Average terms and conditions Good terms and conditions Mismatched skills to jobs Team working; staff involvement Laissez-faire management practices Adaptive leadership and management Few company wellbeing programmes Customer and staff focus Average company benefits Low sickness absence Average sickness absence Low staff turnover High staff turnover Low costs/high profits High costs/ low profits Poor personal wellbeing Poor personal wellbeing Average business performance Poor business performance Characteristics: Characteristics: Clear purpose Ambiguous purpose Average terms and conditions Poor terms and conditions Limited alternative employment Lack of Commitment, Trust, Engagement Transactional management Coercive, competitive and bullying culture Incentive and bonus schemes High level of presenteeism High levels of sickness absence High numbers of tribunals High number of tribunals High levels of sickness absence Limited wellbeing programmes High staff turnover Average staff turnover High costs/Low profits Very high costs/Minimal profits
  13. 13. Tackling the problem of psychological distress at work Prevention Strategic framework Next Prevent Generation deterioration Palliation Restoration
  14. 14. A Positive Work Culture based on wellbeing and performance Strategic framework Focus Purpose Prevention Culture To promote a Positive Work Culture based on wellbeing and performance To manage threats to wellbeing and performance Prevent deterioration Self To prevent personal deterioration in wellbeing and performance Restoration Support services To restore people back to their normal level of independent life and beyond Palliation To support people with chronic psychological distress Next generation To prevent psychological distress in support workers/carers © Derek Mowbray 2009
  15. 15. Wellbeing and Performance strategy Culture Derek Mowbray 2009
  16. 16. Characteristics of a Positive Work Culture •a clear, unambiguous purpose, expressed as a simple ‘big idea’, an idea which all the staff relate to closely, and are proud to discuss with friends and colleagues. •an atmosphere of confidence, where all the staff are interested in each other, support each other, and project this confidence towards clients and customers. •staff who behave respectfully towards each other, value each other’s views and opinions, work in teams which are places of mutual support, where anything is debated without a hint of humiliation, where the critique of individual and team work is welcomed, discussed and where lessons are learnt and implemented. •staff who ‘go the extra mile’ by providing unsolicited ideas, thoughts, stimulus to each other, and where their interest in their customers offers something more than is expected, beyond courtesy, and beyond service, offering attentiveness and personal interest. •challenges for their staff, that provide opportunities for personal development through new experiences, and which treat everyone with fairness and understanding. •staff who are personally driven towards organisation and personal success - intellectually, financially, socially and emotionally.
  17. 17. We all act We are all actors We act according to context We are influenced by the cultural foundations We act in ways expected of us (stereotypes)
  18. 18. We behave according to the meaning we place on specific situations
  19. 19. Trust, commitment and engagement Building trust and commitment leads to engagement
  20. 20. Organisation Development Organisation purpose Organisation Organisation Organisation architecture ‘rules’ ‘how to play the game’ Organisation development Derek Mowbray 1994
  21. 21. Factors that influence trust and commitment Purpose The ‘Big idea’ Manager – employee Architecture relationship Employee attitude Structure Manager discretion Employee discretion Attentiveness Rules of the game Management encouragement Job Leadership ability Recruitment Performance appraisal Pay Teamwork Challenge Involvement Secure Openness Communication Work life balance Career opportunity Responsiveness Citizenship How to play Training and Behaviour Procedures the game development Policies
  22. 22. Personal attributes and Behaviours behaviours Attentiveness Politeness Personal attributes Courtesy Personal communication Attentiveness Body language Trustworthiness Addressing needs Empathetic Engagement People Demonstrate wisdom Intellectual flexibility Commitment Leaders Assertive Emotional intelligence Trust Managers Intelligence with humour Negotiation Resilience Passion Sharing Tolerance Direction with committed ambition Reliability Address individual needs Honesty Nurture Clarity Fairness Humility Conflict resolution Encourage contribution
  23. 23. Attentiveness Intellectual Encouragement flexibility Behaviours that inspire commitment, trust and engagement In others Resolve Reliability conflicts
  24. 24. Return on Investment Costs Performance Engagement Inspiration and Innovation Trust Commitment
  25. 25. Further information Draft Code of Conduct for Healthcare Management – www.ihm.org.uk Brief guide to a Positive Work Culture – www.orghealth.co.uk White papers on: The Wellbeing and Performance Agenda Prevention of stress at work A Positive Work Culture – http://webcommunities.hse.gov.uk/

×