1) The document discusses a solution-oriented approach to enhancing workforce contribution through improving well-being, performance, attendance and employee engagement. 2) It describes research collaborating with Newcastle University that obtained data from over 35,000 employees across various industries to correlate factors like contribution, performance, and absence with responses to well-being questions. 3) The research found it could predict absence at a 0.79 correlate and discretionary effort/presenteeism at 0.86, allowing organizations to identify specific well-being issues for different employee groups and implement targeted well-being programs.

1. A Solution Orientated Approach to
Enhancing Workforce Contribution
Presented by Hamish Moore, DrummondHR

2. o Specialise in organisational development & well-being
o Founded 1987
o Public sector clients include local authorities, housing, police, fire,
NHS and education
o Private sector clients include manufacturing, professional,
construction, retail and insurance
o Creator of Wbi
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3. Copyright © Drummond 2013. All rights reserved. 2

4. o Well-being, performance, attendance and employee engagement are
strongly correlated
o Increasing contribution, attendance and performance levels is a
priority for your organisation
o Collecting quantitative well-being data in this area can be difficult and
time-consuming
o Predicting the relationship between these well-being factors is
demanding
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5. Emotional
Resilience
Purpose
Work Life
Value Self Care &
Home Life Resilience
Value
Copyright © Drummond 2013. All rights reserved. 4

6. o Correlate symptoms
o to their impact on contribution
o with the work environment
Impact of
Symptoms o to resilience levels
Work o taking into account coping skills
environment
and non work factors
Copyright © Drummond 2013. All rights reserved. 5

7. o 4 year research project collaborating with the Industrial Statistics
Research Unit (ISRU) at Newcastle University
o Organisations across the UK invited to participate in the collection of
data
o 35,000 data sets obtained along with respondents’ past absence rates
o ISRU went to work finding correlates between contribution,
performance, absence frequency and responses to key questions
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8. o I am mocked by my colleagues
o I feel valued by my line manager
o My job is sufficiently challenging
o I thoroughly enjoy my work
o I tend to put off dealing deal with difficult problems
o Often, people believe I am a perfectionist
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9. o After rigorous testing and re-testing, ISRU could predict absence at a
correlate of 0.79
o Second phase of validation process evaluated relationship between
the data sets and discretionary effort
o Results were even more profound with presenteeism being predicted
at a correlate of 0.86
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10. SME-230 employees
Commercial sector
Highly profitable
Employee mix: Manual workers: 45%
Service engineers: 35%
Age Profile: Manual workers: >60% within 50 – 60 age range
Service engineers: >80% within 25 – 40 age range
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11. Service Engineers - Hiving Manual Workers - Surviving
o 68% - Get along with their o 32% - Physical symptoms greatly
supervisor impact on ability to perform
optimally
o 56% - Are thinking about looking
for another job o 55% - Work aggravates symptoms
leaving employees feeling
o 69% - Feel ‘rushed off their feet’ exhausted with significant
numbers feeling ‘burnt out’
o 47% - Believe they cannot focus
on what needs to be done o 44% - Do not feel valued by line
manager and do not believe line
o 49% - Say there is little time left manager understands their
over for friends and family circumstances
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12. Manual Workers
o Management style critically assessed
o Free physio care and training days to improve working practices which
contributed to a significant number of employees suffering from back
pain
o Implementation of well-being programme
• Addressing the issue of supervisor/manager relations with the
workforce
• Providing detailed advice on well-being topics requested by staff
• Building resilience of staff – key for improving the health and well-
being of the aging workforce
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13. Service Engineers
o Level of work autonomy assessed in order to improve productivity,
limit presenteeism and raise discretionary effort
o Review of current operating systems and work structures - improving
efficiency of ‘draining’ daily tasks
o Implementation of well-being programme
• Addressing aspects of organisation’s culture which impacts on well-
being and resilience
• Providing detailed advice on well-being topics requested by staff
• ‘Well-being tools and techniques’ training events so staff can adopt
best well-being practices. I.e. Lifestyle choices
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14. 1. Identify benefits to the organisation in tangible terms to increase
engagement, purpose, resilience and value
2. Benchmark well-being - Quantify current organisational well-being.
Compare results after an intervention has been established
3. Job performance/deliverables need to reflect contribution
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15. 4. Look for common organisational themes - trends throughout the
organisation that may be impairing well-being
E.g. Activities and behaviour of managers
Recognition of workloads
5. Identify particular sections or departments which have specific
needs to avoid ‘sheep dips’
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16. Visit us at Stand No. 10
T: +44 (0)191 224 8030
E: info@wellbeinginsightwbi.co.uk
W: wellbeinginsightwbi.co.uk