Deloitte believes that there is an unarguable business case for supporting individuals with mental health challenges, and creating mentally healthy working conditions. This case is not simply a financial one, although the costs of poor mental health are significant. Creating the right conditions for all colleagues to thrive has significant human and societal impact.
2. A moment in time on the journey…
Workplaceawareness
Time
Actual engagement
3. Deloitte’s organisational journey
2014-2017
• Mind was one of Deloitte’s charity
partner and this led to developing
the Workplace Wellbeing Index
• 2016/17 launch, Deloitte awarded a
Silver medal 2017, 2018 & 2019
March 2017
Publication of report on
the challenges faced by
employers
Feb 2019
Launch of ‘Thrive
programme’
20162013 2014 2015 2017 20192008 2018
October 2017
• Provided support for the
Independent Review
‘Thriving at work’
• Publication of supporting
report
Oct 2013
CEO signs the ‘Time to
change pledge’
Nov 2016
‘This is me’
videos
2008
John Binns starts
Mental Health
champions
5. Deloitte support to the ‘Thriving at work review’
Building on the support previously given to Mind, we were asked
three questions to support the Stevenson / Farmer review
Note: In this document, ‘mental health’ is used to represent ‘mental ill health and wellbeing’ – i.e. including both
mental health disorders and stress
Question 1
What is the cost of
mental health to
employers?
Canada and Australia
are the most advanced
countries with very
robust
mental health intervent
ion frameworks and
resources.
Question 2
What is the ROI
from mental health
interventions?
Question 3
What can we learn
from international
examples?
We have estimated
the cost of mental
health to be between
£33bn - £42bn.
Our research has
found that ROI
for mental health
interventions
ranges from
0.4:1 to 9:1.
8. Return on investment
Based on a systematic review of the available literature, the return on investment for mental health
interventions range from 0.4:1 to 9:1, with an average ROI of 4.2:1
11. 7
Disruptors
Technology is everywhere
6.0 billion+
smartphones in the world by 20201
AI, Cognitive
Computing, Robotics
$500,000 in 2008
$22,000 today5
Exponential increase in
data
9x more in last 2 years2
Major enabler of machine learning
Jobs vulnerable
to automation
35% UK
47% US
77% China6
Diversity and
generational change
Millennials 50%3
25% global pop in Africa by 2050 5
Longevity Dividend– 50 year careers4
Explosion in
contingent work
US Contingent workers
40% by 20207
Change in nature of a career
2.5 – 5 years: Half-life of skills
4.5 years: Average tenure in a job8
1. https://www.cnbc.com/2017/01/17/6-billion-smartphones-will-be-in-
circulation-in-2020-ihs-report.html
2. https://www-01.ibm.com/software/data/bigdata/what-is-big-data.html
3. Annual Global Millennial Study,
https://www2.Deloitte.com/uk/en/pages/about-Deloitte-
uk/articles/millennial-survey.html
4. https://www.newscientist.com/article/mg23130810-800-the-100year-life-
how-should-we-fund-our-lengthening-lives/
5. https://www2.deloitte.com/content/dam/Deloitte/il/Documents/human-
capital/Thriving_in_times_of_digita_disruption.pdf
6. http://www.oxfordmartin.ox.ac.uk/downloads/reports/Citi_GPS_Technology
_Work_2.pdf
7. Intuit 2020 Report: Twenty Trends that will Shape the next Decade
https://http-
download.intuit.com/http.intuit/CMO/intuit/futureofsmallbusiness/intuit_20
20_report.pdf
8. https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Huma
nCapital/dttl-hc-english-opentalenteconomy.pdf
The future of work & resilience | Deloitte | November 2018
Unprecedented change is driving new opportunities for how work
gets done – and new challenges to resilience
12. Problem Sensitivity
The ability to tell when
something is wrong or is
likely to go wrong
Deductive reasoning
The ability to apply general rules to
specific problems to produce answers
that make sense
Critical Thinking
Using logic and reasoning to identify
the strengths and weaknesses of
alternative solutions, conclusions or
approaches to problems
Monitoring
Monitoring/assessing performance of yourself,
other individuals or organisations to make
improvements or take corrective action
Active Listening
Giving full attention to what other people are
saying, taking time to understand the points
being made, asking questions as appropriate,
and not interrupting
Social perceptiveness
Being aware of others' reactions and
understanding why they react as
they do
Judgement and decision-
making
Considering the relative costs
and benefits of potential actions
to choose the most appropriate
one
Customer service
Knowledge of principles and
processes for providing customer
and personal services
Complex problem-solving
Identifying complex problems and
reviewing related information to
develop and evaluate options and
implement solutions
64
The future of work & resilience | Deloitte | November 2018
Due to the changing nature of work, some skills will become
more important in the future
13. • Conceptualising possibilities in a
virtual world
• Adapting to constantly shifting power
and influence
• Tolerating an environment of risk
and ambiguity
• Handling ever-increasing cognitive
complexity
• Collaborating with ease across many
different teams
• Showing resilience in the face of
constant change
• Thinking divergently about new
ways of doing things
• Valuing the contribution of new work
partners and different interest groups
• Being brave in challenging how
things are being done
• Making decisions quickly without all
of the information
• Investing huge amounts of energy
into getting things right; try, fail, try
again
• Having the confidence to take the
lead in driving change
THINK Differently
Cognitive Behavioural Emotional
REACT DifferentlyACT Differently
The future of work & resilience | Deloitte | November 2018
Leaders will need to think, act and react differently
15. What the statistics tell us…
61% of employees have generally felt happy at work in the last month
Half have felt anxious on several occasions
66% of employees have experienced a mental health problem
73% of employees have experienced poor mental health at their current job, but only half
of them have disclosed this
Physical and mental health are not at parity – 60% of employees said they would
always go to work when experiencing poor mental health, but 27% of employees said
they would always go to work if they were experiencing poor physical health
*Statistics above are taken from the 2017/2018 workplace wellbeing index, which included 43,00 employees across 74 organisations
The future of work & resilience | Deloitte | November 2018
16. But when employees disclose a mental health problem, 43% said
it led to their situation getting better, while half said it remained the
same….which means there is a case for supporting mental
health and wellbeing for that matter in the workplace.
The future of work & resilience | Deloitte | November 2018
17. Information from EAP (Advice Line) reporting
16
20
12
37
292
12
14
22
66
270
398
941
30
122
109
233
19
370
36
12
18
475
Anger
Disciplinary
Mid Life
Addiction
Tax
Bullying/Harassment
Self-esteem
Debt
Other Diagnosed Mental Health…
Concern of Other
Individual Event
Separation/Divorce
Impact of Mental Health of…
Family
Concerns Over Own Health
Partner
Low Mood
Bereavement
Service Enquiry
Depression
Work Related Stress
Anxiety
Work Trauma Service Enquiry Self Identity Relationships
Physical Health Mental Health Life Event Financial
Top 20 Counselling Call categories (firm-wide) 2017
What do our staff tell us they are dealing with?
18. Individual Team
Organisation
Purpose
Connection & Fulfilment
Body
Physical Health & Wellness
Workplace
Organisational Context
Mind
Mental & Emotional Wellbeing
The future of work & resilience | Deloitte | November 2018
What is “Workplace Health & Wellbeing”?
19. The future of work & resilience | Deloitte | November 2018
Identifying people within the
business that can support
wellbeing related initiatives –
most commonly used around
mental health. Training and
education such as mental
health & first aid provided to
support these roles.
Leadership led initiatives
Delivering a consistent
experience to support across the
business and set the tone from
the tone.
e.g., Mental Health Pledge
(CMHA, Deloitte), Wellbeing
pledges, education / training for
leaders, strategy setting, etc.
Education &
Engagement
Learning and development
that is focused on educating
and supporting employees on
all aspects of wellbeing.
Leveraging experts across
the various fields to deliver
courses on stress
management, resilience,
wellbeing, nutrition, etc.
Conducting open forum and
panel discussions, as well as
events on key and relevant
topics, e.g., Deloitte’s Life
café series.
Champions
Survey’s & data
collection
Leveraging various platforms
to take the pulse of the
business, understand the
current state, etc.
e.g., engagement survey’s,
data collection on EAP line
usage, happiness survey’s,
Mind Index and other industry
related survey’s, etc.
Technology & Tools
Apps, intranet hubs and other things
alike that engage our employees in
and around key wellbeing topics and
provide tools / support.
e.g., Company specific intranet hubs
and apps, headspace, CALM,
GYMPASS, Counselling Apps, Advise
lines, etc.
Campaigns
Campaigns that ask important questions,
bring prominent topics to light and open
conversations
e.g., This is Me (Deloitte), BE (Large
South African Bank), ME (Global
Professional Services Firm)
Our mechanisms to support a culture of workplace health and
wellbeing
20. Deloitte wellbeing: Our core belief
“
”
When our people thrive, so does Deloitte and everyone we
work with.
21. A snapshot of 2019 to date
c.1500 employees
reached through
curriculum
21 Courses delivered
11 Milestone programmes
delivered
240 books delivered through
#FlourishFinds
c.500 employees reached
through events
6 Life café’s
4 #FlourishFitness events
2 #FlourishFridays
9 Client Account
interactions (e.g.,
Burberry, Micro Focus,
Security & Justice, HM
Treasury, etc.
5 Internally focused discussions
resulting in supported
interventions
5 Externally focused
discussions where clients
were supported around their
wellbeing agenda
38 Champions
across Consulting
3 Training sessions provided
and 3 more to be delivered by
the end of FY19
5 Community sessions held
A growing number of
Communities within the
business
(e.g., Digital, Monitor, EA, Finance, HRT,
etc.)
On average participants of courses
feel 35% more confident in talking
about their mental health in the
workplace.
“What we are hearing in FY19”
Well done Deloitte. I am proud to tell
friends about how this company
cares about their employees.
There are still a high number of
people in the business who do not
feel supported from a wellbeing
stand point (about 50% of our
event and course participants say
that) – Working practices are still at
odds with wellness principles:
working through lunch, long hours,
after-work drinking.
Increased demand for equipping
practitioners with the skills to have the
conversations surrounding wellbeing (e.g.,
grade leads, project and team leaders,
coaches, QAPs, leadership, etc.), especially
with the challenges faced by our Junior
Talent pool.
This is so
great….I WANT
MORE!
This needs to be
compulsory for Leadership
– on average participants of
activity are Brightstarts
through to Manager, with
hardly any Partner and
Director participation.
We need access out in the regions.
Thanks for looking
after us!
Not added industry high / low ranges as limited space
Public sector high is health, low is public admin / defence, social security
Private sector high is finance / insurance / real estate, low is hotels, catering and leisure
Across these studies, the following factors have been shown to impact the ROI of mental health interventions:
Limited 1-1 delivery of professional expertise, with a focus on organisation-wide activities
Use of technology to reduce cost and increase likelihood of uptake by limiting impact of stigma
Use of diagnostics to target interventions based on need
What still needs to be done
Improve the evidence base around mental health interventions
Understand variation between sectors / industries
Wider uptake of Thriving at Work recommendations
Increasingly, we see have seen business leaders begin to redesign workforces to address disruption. However, business leaders do not always have the insights into how best to harness disruption while also driving productivity and improving performance. They look externally for support to solve these complex problems.
Key messages:
So far, the flourish programme includes three main components: Workshops, champions and the toolkit (describe each briefly)
What we hope you’ll get out of this session is (i) increased awareness about how stress impacts you and what flourish means for you; and (ii) some practical tips and strategies for how to combat stress and start to flourish.
As this programme will continue to evolve over time, we will be asking you to provide us with feedback to help us improve and make the content as impactful as possible!