The document summarizes a discussion event on building organizational resilience. Experts from various industries discussed how to develop resilient employees and promote wellbeing. Key points included taking a holistic approach, understanding different employee groups, tailoring interventions, training managers, and fostering peer support. Building trust and engaging staff in the process were also emphasized. Attendees found the event informative and thought continuing these discussions would be valuable.
Business founders need balance in their lifestyle to ensure they perform at their peak, as the journey can be lonely, especially in the earlier stages of company formation. Considerable research has been done to look at the various factors that impact on the performance of the individual, and teams, in a work environment. Consequently, programs have been developed incorporating sophisticated development techniques to change, and grow, people so they perform at their optimal level. However, most people will admit that business performance is very rarely maximized at both an individual and team level. Additionally, the increasing fast pace of work, combined with competitive pressures of modern day life, are leading to higher stress that impacts individual well being, and thus performance in a business context. Companies realize it is not enough to just have highly educated and skilled people – they also need to ensure their workforce is also healthy and happy, if they want to possess exceptional teams that perform at the highest levels, consistently.
Have your business idea reviewed for FREE by the “Shaping the Start Up Champion” Panel by completing the review on http://www.rushmore.edu/champion-project-assessment/
www.Rushmore.edu
www.theguinnconsultancygroup.com
www.BMCGlobalServices.com
Programs for a Challenging world
“Shaping the Start Up Champion”
“MBA in Leadership”
Work place stress preventive and curative measuresIJMER
Stress has been defined in different ways over the years. Originally, it was conceived of as
pressure from the environment, then as strain within the person. The generally accepted definition today
is one of interaction between the situation and the individual. It is the psychological and physical state
that results when the resources of the individual are not sufficient to cope with the demands and
pressures of the situation. Thus, stress is more likely in some situations than others and in some
individuals than others. Stress can undermine the achievement of goals, both for individuals and for
organisations
A STUDY ON STRESS MANAGEMENT AND COPING STRATEGIES WITH REFERENCE TO IT COMPA...IAEME Publication
Stress has become significant due to dynamic social factor and changing needs of life styles. Stress is man‘s adaptive reaction to an outward situation which would lead to physical, mental and behavioral changes. Even though stress kills brain cells, not all stresses are destructive in nature. Appropriate amount of stress can actually trigger passion for work, tap latent abilities and even ignite inspirations. The study throws light on the wide spread silent problem by name Stress‘, which gave rise to acute dysfunctions and are called many diseases, increase divorce rates, and other harassments. The work stress is found in all professions. IT professionals are very stress because they are highly target driven and highly pressured on results.
The Science of Stress: Finding The Sweet Spot For Your CompanyLimeade
83 percent of Americans report workplace stress. It’s a real issue. Stressed out workers report higher medical expenses and are at risk for leaving your company.
But what if we shared some evidence-based insights that stress actually drives productivity up?
This presentation by Stacy Shaw Welch, PhD and Henry Albrecht, CEO of Limeade explores:
- The science behind stress and anxiety in the workplace
- The sweet spot — optimal stress levels for individuals and workforces
- How to foster a culture and environment that builds productive stress
A STUDY ON JOB STRESS AND ITS IMPACT ON EMPLOYEES PERFORMANCEIAEME Publication
The employees in the organization are under a great deal of stress and due to many antecedents of stress such as overload, role ambiguity, role conflict, responsibility for people, participation, lack of feedback, keeping up with rapid technological change. Outcomes of this among the employees are stress on job performance. The physical and psychology demands of workers in the organization make them more vulnerable to high level of stress. This study investigated and evaluated the job stress and its effect on job performance among the employees in the organization.
Business founders need balance in their lifestyle to ensure they perform at their peak, as the journey can be lonely, especially in the earlier stages of company formation. Considerable research has been done to look at the various factors that impact on the performance of the individual, and teams, in a work environment. Consequently, programs have been developed incorporating sophisticated development techniques to change, and grow, people so they perform at their optimal level. However, most people will admit that business performance is very rarely maximized at both an individual and team level. Additionally, the increasing fast pace of work, combined with competitive pressures of modern day life, are leading to higher stress that impacts individual well being, and thus performance in a business context. Companies realize it is not enough to just have highly educated and skilled people – they also need to ensure their workforce is also healthy and happy, if they want to possess exceptional teams that perform at the highest levels, consistently.
Have your business idea reviewed for FREE by the “Shaping the Start Up Champion” Panel by completing the review on http://www.rushmore.edu/champion-project-assessment/
www.Rushmore.edu
www.theguinnconsultancygroup.com
www.BMCGlobalServices.com
Programs for a Challenging world
“Shaping the Start Up Champion”
“MBA in Leadership”
Work place stress preventive and curative measuresIJMER
Stress has been defined in different ways over the years. Originally, it was conceived of as
pressure from the environment, then as strain within the person. The generally accepted definition today
is one of interaction between the situation and the individual. It is the psychological and physical state
that results when the resources of the individual are not sufficient to cope with the demands and
pressures of the situation. Thus, stress is more likely in some situations than others and in some
individuals than others. Stress can undermine the achievement of goals, both for individuals and for
organisations
A STUDY ON STRESS MANAGEMENT AND COPING STRATEGIES WITH REFERENCE TO IT COMPA...IAEME Publication
Stress has become significant due to dynamic social factor and changing needs of life styles. Stress is man‘s adaptive reaction to an outward situation which would lead to physical, mental and behavioral changes. Even though stress kills brain cells, not all stresses are destructive in nature. Appropriate amount of stress can actually trigger passion for work, tap latent abilities and even ignite inspirations. The study throws light on the wide spread silent problem by name Stress‘, which gave rise to acute dysfunctions and are called many diseases, increase divorce rates, and other harassments. The work stress is found in all professions. IT professionals are very stress because they are highly target driven and highly pressured on results.
The Science of Stress: Finding The Sweet Spot For Your CompanyLimeade
83 percent of Americans report workplace stress. It’s a real issue. Stressed out workers report higher medical expenses and are at risk for leaving your company.
But what if we shared some evidence-based insights that stress actually drives productivity up?
This presentation by Stacy Shaw Welch, PhD and Henry Albrecht, CEO of Limeade explores:
- The science behind stress and anxiety in the workplace
- The sweet spot — optimal stress levels for individuals and workforces
- How to foster a culture and environment that builds productive stress
A STUDY ON JOB STRESS AND ITS IMPACT ON EMPLOYEES PERFORMANCEIAEME Publication
The employees in the organization are under a great deal of stress and due to many antecedents of stress such as overload, role ambiguity, role conflict, responsibility for people, participation, lack of feedback, keeping up with rapid technological change. Outcomes of this among the employees are stress on job performance. The physical and psychology demands of workers in the organization make them more vulnerable to high level of stress. This study investigated and evaluated the job stress and its effect on job performance among the employees in the organization.
Time Management and Professional Stress among Bank Managers: A Correlational ...iosrjce
The purpose of present research is to investigate relationship and between time management and
professional stress among bank managers. Moreover, it investigates gender difference on the variables of time
management and professional stress. The sample consisted on hundred subjects, was taken from various bank of
Government sector. How organize are you and Professional life Stress scale were used to assess time
management and professional stress in bank managers. Pearson product moment coefficient of Correlation and
t-test were calculated for analysis of data. Results indicated that there is a significant negative correlation
between time management and professional stress. Additionally, there is no significant differences in male and
female on the variables of time management and professional stress among bank managers
Esker lance un nouveau portail web pour optimiser la relation clients / fourn...ESKER
Esker, un des principaux éditeurs mondiaux de solutions de dématérialisation de documents en mode Cloud, annonce le lancement d'un portail web pour compléter sa solution de dématérialisation des factures fournisseurs. Cette interface web permet aux fournisseurs d’avoir accès, en temps réel et 24 heures sur 24, au statut de leurs factures en cours et permet ainsi d’améliorer les relations clients / fournisseurs tout en optimisant la productivité des services achats et comptabilité.
Using Powerful Questions to Drive Your Information StrategyRob Saker
We've moved from a world of data scarcity to nearly unlimited accessibility and availability of information. Systems and technology have rapidly advanced as well, but firms are still seeing mixed results. This presentation discusses why we need to focus on better questioning and actionability as the core of an information strategy.
Time Management and Professional Stress among Bank Managers: A Correlational ...iosrjce
The purpose of present research is to investigate relationship and between time management and
professional stress among bank managers. Moreover, it investigates gender difference on the variables of time
management and professional stress. The sample consisted on hundred subjects, was taken from various bank of
Government sector. How organize are you and Professional life Stress scale were used to assess time
management and professional stress in bank managers. Pearson product moment coefficient of Correlation and
t-test were calculated for analysis of data. Results indicated that there is a significant negative correlation
between time management and professional stress. Additionally, there is no significant differences in male and
female on the variables of time management and professional stress among bank managers
Esker lance un nouveau portail web pour optimiser la relation clients / fourn...ESKER
Esker, un des principaux éditeurs mondiaux de solutions de dématérialisation de documents en mode Cloud, annonce le lancement d'un portail web pour compléter sa solution de dématérialisation des factures fournisseurs. Cette interface web permet aux fournisseurs d’avoir accès, en temps réel et 24 heures sur 24, au statut de leurs factures en cours et permet ainsi d’améliorer les relations clients / fournisseurs tout en optimisant la productivité des services achats et comptabilité.
Using Powerful Questions to Drive Your Information StrategyRob Saker
We've moved from a world of data scarcity to nearly unlimited accessibility and availability of information. Systems and technology have rapidly advanced as well, but firms are still seeing mixed results. This presentation discusses why we need to focus on better questioning and actionability as the core of an information strategy.
16 ações que um varejista pode fazer quando conhece o fluxo de pessoas na sua...Gunnebo Brasil
Como a tecnologia de Contagem de Fluxo de Pessoas pode auxiliar o varejista? Listamos 16 ações possíveis a partir dos da análise do fluxo de pessoas em estabelecimentos comerciais.
Guide to Emotional Resilience & well-being - Great as a reference guide in Su...Alex Clapson
The Guide to Emotional Resilience written by Louise Grant & Gain Kinman & published in Community Care Inform. The article is written in a really accessible format & whilst the target audience was Health & Social Care workers, the messages apply to a much broader audience. Ideal to give out to your direct-reports / for use in supervision.
Research Goals and Research Questions-Qualitative or Quantitative-Give.docxhenry34567896
Research Goals and Research Questions:
Qualitative or Quantitative?
Given that you now know the philosophical differences in qualitative and qualitative research, you should now be able to distinguish between those types of research goals. See this list attached of research goals and research questions. 1) Match the research goal to the research question(s) and 2) identify them as either qualitative or quantitative (no mixed methods yet), and 3) explain WHY it is so.  Use the table below to cut/paste the goals and questions into and provide your answers. Look for specific key words to help you differentiate between qualitative and quantitative, and remember that the “why†answer is vital.
Research Goal
1. The goal of this study is to investigate whether leaders' well-being, in the form of positive affect and job stress, can be explained by leader-member exchange (LMX) quality at the group level of analysis.
2. What is the process of negotiating and reaching consensus within a particular social structure?
3. The purpose of this study is to explore how spousal carers of people with MS interpreted their lived experience with their partner, the way in they assigned meaning to their being in such a situation, and the skills and knowledge they have developed to live with their situation.
4. The purpose of this study was to investigate decision-making experiences and the social psychological processes family member surrogates use for health care decisions as they related to decision making with and for a terminally ill family member.
5. The purpose of this study is to examine the extent to which leaders' and teams' goals work together to affect a range of outcomes when their teams fail to regulate (i.e., when they focus exclusively on one particular type of goal). We explicitly focused on learning and performance goals because this distinction is perhaps the most obvious and salient type of goal tension in work organizations.
6. What role does friendship play in girls’ developing sense of self? Specifically, does girls’ friendship provide a form of resilience as they transition from childhood to adolescence?
7. This study will examine the roles of experiential opportunities, organization-initiated cross-cultural experiences (i.e., those found in leadership development programs) and non-work cross-cultural experiences.
8. The goal of this study is to analyze the conditions under which women are promoted to top leadership positions and exploring the challenges they face post-promotion.
Research Questions
1. What do caregivers define as successful day-to-day experience?
2. How do girls describe the development of their sense of self during transition from childhood to adolescence?
3. Does group-level analysis of leader-member exchange explain leaders’ psychological states of leader well-being, in the form of positive affect and job stress?
4. After promotion, do female leaders experience a lack of support and/or challenges to their le.
A 2-day training designed for the humanitarian environment. It has for purpose to increase self-awareness, also increase quality and cohesion in providing services to populations. It has already been provided to more than 500 humanitarians.
During this session you will learn more about:
1. What mental health is and why it is important.
2. Common mental health conditions and what to do if you need help
3. Stress: eustress and distress, life stress and occupational stress
4. Building resilience through relationships, emotional intelligence, competence, optimism and coping skills
5. Thriving and flourishing in the workplace
INTERNATIONAL NURSES DAY
International Nurses Day is celebrated around the world every May 12, the anniversary of Florence Nightingale's birth. You can find information about Florence Nightingale on the Florence Nightingale International Foundation (FNIF) web site and the Girl Child Education Fund.
2016 - Nurses: A Force for Change: Improving health systems' resilience
This white paper report by Deloitte on: "Mental Health and Employers, the Case For Investment" aims to answer three specific, supporting questions;
1. What is the cost of mental health to employers?
2. What is the return on investment to employers
from mental health interventions in the workplace?
3. What can we learn from international examples in terms
of good practice?
It is a great source of information that can prove to be invaluable when proposing a business case for your employer to make a future framework in place for the mental wellbeing of your employees and future investment.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
1. E M P L O Y E E R E S I L I E N C E A N D I T S I M P A C T
O N P E R F O R M A N C E
D I N N E R D I S C U S S I O N
In partnership with
R E P O R T
2. Windle (1999) captures the essence of resilience succinctly and describes it as:
‘the successful adaptation to life tasks in the face of social
disadvantage or highly adverse conditions’
According to the labour force survey, Office
for National Statistics**, 11.3 million working
days were lost due to stress, depression
or anxiety in 2013–14, an average of 23
days per case. Mind* found out that 1
in 6 workers is dealing with ill mental
health. While resilience is not something
an employee is born with, it is something
that they can learn and the workplace can
be crucial to this. The vital part is to have
a comprehensive workplace resilience
strategy and organisational culture.
MetLife and Maudsley Learning came together
to host an evening to draw reflections and
learnings from experts on building an
organisational strategy and culture which
will enable the development of a resilient
and productive workforce.
This report outlines the key themes that
emerged from the evening, drawing on
perspectives from the armed forces, NHS,
finance and insurance industries.
1 in 6workers affected by poor mental health*
11.3 millionworking days lost due to stress**
56%employers want to improve staff wellbeing
3. Professor
Department of
Psychological Medicine
Head of Workplace Mental
Health
Head of Mental Health
Promotion
South London & Maudsley
NHS Foundation Trust
Director
UK Employee Benefits
MetLife
Tom Gaynor
Our Expert
Panel
Neil Greenberg Jonathan Naess Tony Coggins
PANEL CHAIR PANELLISTS
4. ‘RESILIENCE AND WELLBEING SHOULD BE A
HOLISTIC STRATEGY’
TONY COGGINS:
Employee Groups
It is important to look at these employee groups:
Those who are struggling with mental health
(maybe have a diagnosable mental illness)
Those who are ok in turning up to work, but
not performing as well as they could be
Employees who are flourishing
Understanding Context
Find answers to these questions:
What is it like to work in the organisation?
Where are the pressure points?
What is impacting people’s wellbeing?
Where is it going well?
What are the assets in our organisation?
5. “Across healthcare we found that staff
are feeling under pressure, going through
huge changes and reductions in budgets.
Staff are saying that they can ‘only deal
with what is in front of me’ when we ask
them to change”
‘AT THE MOMENT THE FLAVOUR OF THE MONTH IN NHS IS MINDFULNESS. I AM A BIG FAN OF
MINDFULNESS BUT I DON’T THINK IT SUITS EVERYBODY’
Tailoring Interventions
What will you be doing in the context of the present?
Team Focus
What to focus on?
Think about - individuals, teams and the
organisation: these 3 levels are important
Line Manager Training:
line manager’s wellbeing is impacted because
of managing staff who have poor mental
health and lack of tools/training
Recognising and rewarding good practice
Peer Support:
one of the challenges for HR is how to encourage
peer support
Engagement and Trust
Always aim to:
Be transparent about the process
Engage with staff
Build trust
Feedback loop between staff and senior
management
Remember the physical environment as a really key issue to people’s wellbeing!
“When we are experiencing negative
emotions and stress our peripheral
vision closes down, and as we work in a
complex situation, we want our staff to be
creative and collaborative in coming up
with different solutions. That is part of the
challenge”
6. ‘RESILIENCE IS A SUM OF MANY THINGS
AND MOST IMPORTANTLY, IT IS DYNAMIC’
NEIL GREENBERG:
For example, a young helicopter pilot joins the
Navy aged 24 and is excited at the opportunity
of flying a helicopter from the back of a ship. He
is highly resilient and performs his job in bad
weather and difficult physical circumstances.
HMS Warf hit a rock off the coast of Australia in
2002 and was grounded. The same helicopter pilot
was working on the ship and making flights on and
off it as it listed in very bad weather conditions.
If covered by the Civil Aviation regulations he
wouldn’t have been flying back and forth but he
carried on doing so and because of his brave
efforts the ship was saved.
Let’s forward wind to the present and this pilot
is now 33, has a family and has been working in
a shore based job for a while. All’s going well.
However in order to progress his career he would
have to go back to sea and fly helicopters as a
Flight Commander. As we all know, what was
exciting at 24 is not so exciting when you’re 33,
things are different. Does this mean this person
isn’t resilient anymore, or have circumstances
changed?
7. ‘THE PREVENTATIVE SIDE OF CREATING RESILIENCE
INVOLVES LINE MANAGEMENT TO A GREAT DEGREE’
“Resilience is often
seen as an individual
thing but resilience
lies between people
rather than in people.
And the military does
a good job by trying to
create people who can
rely on each other”
“From an organisational
point of view people
often have a view of an
individual and they kind
of see that person as
being static when they
of course have other
experiences of home
and family life”
Academic research on why people develop Post Traumatic Stress
Disorder after traumatic events shows that it is often not what
they were like beforehand, their upbringing, their mental health
or how bad the incident was. The 2 biggest factors that
determine this are what happens after the event:
- How much support does the person gets from their family
and colleagues?
- How much pressure is the person put through as he/she
recovers?
For organisations who have been through traumatic events, the key
to maximising the opportunity for employees to remain resilient
and healthy are in:
- Supporting and looking after them
- Making sure that while supporting them they minimise
additional and unnecessary stresses
“The intuitive of throwing mental health professionals at it (employee mental health issue)
to make it better, seems to make sense but evidence shows that it's the wrong thing to do.
Investing in your managers to understand what is going on is important.”
8. Data*
gathered in Afghanistan in 2010
showed that 3% of British troops there at
that time had PTSD.
The troops were asked about their mental
health and perceptions of leadership:
- Is your leader a caring leader?
- Do they treat you fairly?
- Do they embarrass you in front of other
unit members?
- Do they take on extra duties to make
themselves look good at the expense of
the team?
- Do they give you information in a timely
manner?
When we looked at people who rated
their leader as good or bad, there was a 10
fold difference in the rate of PTSD. Troops
who thought they had a good leader had a
rate of 0.5% in comparison to 5% for those
who thought theirs was bad.
*
(Norman Jones, Rachel Seddon, Nicola T. Fear, Pete McAllister, Simon Wessely, and Neil Greenberg, 2012, Leadership, Cohesion, Morale, and the Mental Health of UK Armed Forces in Afghanistan)
‘INVESTING IN PEER SUPPORT IS IMPORTANT’
The British military developed the TRiM (Trauma Risk Management) which is a peer support
process, started in the Royal Marines and rolled out across the armed forces at first and now
other organisations as well. This is a way of not having to fly in a psychiatrist when someone
has had a problem. It focuses on training the people who are there to look after each other.
9. JONATHAN NAESS:
“When we talk about training and changing the culture of the organisation
we identify the line manager as a key person to drive that change with
the support of top management. I have also found that working with
grassroots can help get to the top management straightaway.”
“The fact that helped me most
was talking to people who
were completely different,
my dad joined in too. The
feeling that I could be joined
up with family and workplace
helped me move forward”
‘THE PEOPLE WHO CAME TO THE FIRST SESSIONS TOOK IT BACK TO
THEIR WORKPLACES AND IT JUST GREW. IT IS INTERESTING TO SEE
JUST HOW MUCH POWER GRASSROOTS CAN HAVE’
“We have got evidence from
FTSE 100 companies showing
that when you train people
across the organisation you can
achieve up to 15% reduction
in sickness absence.”
10. We asked the attendees of this dinner event
Which topic should we discuss next?
Organisational Culture and Leadership that
Enables Employee Wellbeing
4.57 Average
Employee Engagement in the Workplace
3.86 Average
Here is what they said:
Employee Wellbeing and Productivity
4.00 Average
Building a Workplace Wellbeing Agenda
4.43 Average
Continue with the discussion on Employee Resilience
3.57 Average
11. We asked the attendees of this dinner event
What did you think of the event?
Here is what they said:
“I thought that the format was just
right, a nice relaxed environment,
covering a very interesting topic
and very knowledgeable expert
presentation.”
“Very positive - relaxed but
extremely informative and a good
opportunity to share learning in
small groups.”
“Useful - well structured and
well paced. Nice balance between
information, Q&A and discussions”
“Really well thought out, and I
thought it worked well to have
speakers followed by dinner”
“Fantastic - great atmosphere
and good food.”
12. Health, Safety & Wellbeing Specialist
Health & Wellbeing Specialist
Workplace Health Consultant
Head of Health Management
Managing Director
Head of Workplace Mental Health
Senior HR Manager
Director
HR Manager
Protection, Health & Wellbeing Consultant
Associate Director: HR
Professor
Director
Senior Group Risk Consultant
Managing Director
Training Programme Manager
Commercial Development Manager
HR Director
Employee Benefits Director
HR Director
Founder
Group Risk Account Manager
Director & Founder
Director of Mind Matters Initiative
Head of Mental Health Promotion
JSL
American Express
Barnett Waddingham
Capita
Citigate Dewe Rogerson
Connecting With People
De Beers
EOH Business Solutions
Fujitsu
Johnson Fleming
King’s College Hospital NHS Foundation Trust
King’s College
KPMG
LEBC Corporate Healthcare Solutions
Maudsley Learning
Maudsley Learning
Mercer
MetLife
MetLife
News UK
ORRB Technology
PMI Health Group
PTHR
Royal College of Veterinary Surgeons
SLAM
ATTENDEES:
13. MetLife employee benefits is building on its strong base among small and medium
sized enterprises (SMEs), leveraging its global expertise to provide solutions for
multi-nationals. The parent company MetLife, Inc. is the number one employee
benefits provider in America covering nearly 40 million employees and their
dependants. MetLife is committed to:
• Delivering on our insurance promise
• Providing excellent service
• Listening to our customers
• Making a positive difference in our communities
Partnering with advisers and employee benefits consultants, MetLife provides
solutions to companies that help them manage the risks of illness, injury and
death during the working lives of their employees.
Contact us to find out more about how we can help with
employee benefit solutions:
T: 0845 603 8899*
E: ebnewbusiness@metlife.uk.com
W: www.metlife.co.uk/atwork
* calls cost 5p per minute plus your provider’s access charge.
14. Why Mental Health Matters 2016
- a conference for HR and wellbeing practitioners
3rd annual conference
Thursday 28 January 2016
ORTUS learning and events centre
London, SE5 8SN
Tickets are available:
www.maudsleylearning.com/events
Leading Partner Technology Partner Exhibitor
15. Do you have knowledge and/or experience you would like to share?
For speaking opportunities please contact:
Pratima Fransua
Conference Producer
pratima@maudsleylearning.com
Interested in delivering a similar event?
For partnership opportunities please contact:
Vlada Penlington
Partnerships Manager
vlada@maudsleylearning.com
This conversation is only a start to another more in depth
deliberation on employee mental health and wellbeing.
To register interest in attending one of our future events please
contact Victor Voutov at victor@maudsleylearning.com
16. ORTUS learning and events centre
82 - 96 Grove Lane, London, SE5 8SN
Tel: 020 3701 1641
Twitter: @MaudsleyLearn
www.maudsleylearning.com
HEALTH . MIND . MATTERS