This presentation is to tell you if YOU HAVE IDENTIFIED WHAT IS IMPORTANT? ARE YOU ARE MAKING IT HAPPEN? ARE YOU IN CONTROL and
ARE YOU ENJOYING EVERY STEP OF YOUR LIFE? If not, then how to do so by maintaining balance between work and life is what you get to master using this presentation.
A presentation geared towards HR professionals, business owners, executives, and employees who are interested in creating a Workplace Wellness program into their Corporate Culture. Learn the benefits of corporate wellness programs and see some statistical evidence proving how they benefit the bottom line, just as much as employee moral. This presentation was created by Kara-Lee Burke, Corporate Wellness Consultant & Yoga Enthusiast. Contact Kara-Lee Burke to assist your Corporate Culture increase Happiness, Health, and Productivity
Employee burnout is a state of constant stress. It's not an excuse for not working. It's a real problem that affects employees, leaders and, on a whole, companies.
We live in a world and culture where things, like work, must be done quickly, efficiently, and with little regard to our health. Side effects of such environment are seen in statistics: 72% of people are stressed, 67% consider switching careers and 85% feel like work intrudes their personal life.
There are a lot of ways for managers and leaders to reduce stress levels at work and to help their employees stay happy and productive. Check them out!
Psychological Safety: An Important Component for Safety in the Workplace
Psychological safety has been referred to as the single most important characteristic for successful teams and leads to decrease in turnover and increases in effectiveness. Psychological safety is the belief that your environment is safe for interpersonal risk-taking meaning that asking questions, pointing out problems, and suggesting innovation will be responded to in a respectful manner. This presentation will cover what psychological safety is, why it’s important, how to assess its presence, and tips on how to grow this in your workplace.
By
Paula Allen, MS, BSN, RN, CPPS and
Karen Allard, MS, BA, RN.
Patient Safety Specialists, Bellin Health
Are you looking to refresh your current workplace wellness program or have you thought about starting a workplace wellness program and don't know where to begin? Check out Workplace Wellness 2.0. In 60 minutes, you'll learn the 10 easy steps to create an inexpensive, community-based, volunteer-managed, thriving wellness initiative. Hope Health's managing editor, Jen Cronin, will walk you through the effective strategy based on the custom publisher's 30-plus years of working with hundreds of organizations and their workplace wellness efforts.
Learning Objectives:
How to begin a new program, or add new life to an existing wellness program, with the Workplace Wellness 2.0 concepts
How to take advantage of inexpensive, free and readily available resources to power your wellness program
How to create a program WITH employees vs. FOR employees.
About The Presenter
Jen Cronin
Managing Editor
Hope Health
An avid runner and foodie, Jen's goal is to help others embrace — and enjoy — a healthful lifestyle by creating inspiring, engaging, and fun content that focuses on simple ways people can take care of their mind, body, and spirit. Jen has more than 18 years of writing, editing, and communications project management experience. She has worked as a health reporter, a public relations specialist at a major medical school, and a marketing communications consultant for a Blue Cross Blue Shield affiliate before coming to HOPE Health in 2009.
100+ PowerPoint presentation content slides. Does your company experience loss in employee productivity due to illness and poor health? Would you like to know how to solve this problem?
This presentation is to tell you if YOU HAVE IDENTIFIED WHAT IS IMPORTANT? ARE YOU ARE MAKING IT HAPPEN? ARE YOU IN CONTROL and
ARE YOU ENJOYING EVERY STEP OF YOUR LIFE? If not, then how to do so by maintaining balance between work and life is what you get to master using this presentation.
A presentation geared towards HR professionals, business owners, executives, and employees who are interested in creating a Workplace Wellness program into their Corporate Culture. Learn the benefits of corporate wellness programs and see some statistical evidence proving how they benefit the bottom line, just as much as employee moral. This presentation was created by Kara-Lee Burke, Corporate Wellness Consultant & Yoga Enthusiast. Contact Kara-Lee Burke to assist your Corporate Culture increase Happiness, Health, and Productivity
Employee burnout is a state of constant stress. It's not an excuse for not working. It's a real problem that affects employees, leaders and, on a whole, companies.
We live in a world and culture where things, like work, must be done quickly, efficiently, and with little regard to our health. Side effects of such environment are seen in statistics: 72% of people are stressed, 67% consider switching careers and 85% feel like work intrudes their personal life.
There are a lot of ways for managers and leaders to reduce stress levels at work and to help their employees stay happy and productive. Check them out!
Psychological Safety: An Important Component for Safety in the Workplace
Psychological safety has been referred to as the single most important characteristic for successful teams and leads to decrease in turnover and increases in effectiveness. Psychological safety is the belief that your environment is safe for interpersonal risk-taking meaning that asking questions, pointing out problems, and suggesting innovation will be responded to in a respectful manner. This presentation will cover what psychological safety is, why it’s important, how to assess its presence, and tips on how to grow this in your workplace.
By
Paula Allen, MS, BSN, RN, CPPS and
Karen Allard, MS, BA, RN.
Patient Safety Specialists, Bellin Health
Are you looking to refresh your current workplace wellness program or have you thought about starting a workplace wellness program and don't know where to begin? Check out Workplace Wellness 2.0. In 60 minutes, you'll learn the 10 easy steps to create an inexpensive, community-based, volunteer-managed, thriving wellness initiative. Hope Health's managing editor, Jen Cronin, will walk you through the effective strategy based on the custom publisher's 30-plus years of working with hundreds of organizations and their workplace wellness efforts.
Learning Objectives:
How to begin a new program, or add new life to an existing wellness program, with the Workplace Wellness 2.0 concepts
How to take advantage of inexpensive, free and readily available resources to power your wellness program
How to create a program WITH employees vs. FOR employees.
About The Presenter
Jen Cronin
Managing Editor
Hope Health
An avid runner and foodie, Jen's goal is to help others embrace — and enjoy — a healthful lifestyle by creating inspiring, engaging, and fun content that focuses on simple ways people can take care of their mind, body, and spirit. Jen has more than 18 years of writing, editing, and communications project management experience. She has worked as a health reporter, a public relations specialist at a major medical school, and a marketing communications consultant for a Blue Cross Blue Shield affiliate before coming to HOPE Health in 2009.
100+ PowerPoint presentation content slides. Does your company experience loss in employee productivity due to illness and poor health? Would you like to know how to solve this problem?
This presentation is on Work Life Balance. It includes the concept, components, benefits, steps to improve work life balance and role of HR in achieving work life balance.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
Emotional Intelligence involves our ability to recognize, understand, and utilize our emotions in a constructive manner. How much impact does this have in the workplace: a lot! Research shows it is the strongest predictor of performance and the foundation for critical leadership skills. This full-day program provides participants with a framework of the personal and social dimensions of emotional intelligence, and provides concrete strategies for applying these skills in the workplace.
Psychological Safety can make or break a team. To drive culture change people must feel safe to speak up and share their best ideas. Collective trust allows organizational development and accelerates teamwork and leadership.
Emotional intelligence taps into a fundamental element of human behaviour that is distinct from your intellect.The communication between your emotional and rational ?brains? is the physical source of emotional intelligence.
The pathway for emotional intelligence starts in the brain, at the spinal cord. Your primary senses enter here and must travel to the front of your brain before you can think rationally about your experience.The awareness that emotional intelligence has become an important job skill, even surpassing technical ability, has been growing over the last number of years.As teamwork becomes increasingly important in the workplace, people who are able to understand, get along with and work well with others will become increasingly sought after. Highly emotionally intelligent people have well developed people skills allowing them to develop relationships with a diverse range of personalities and people from various cultures and backgrounds. People who are able to work well with others have sought after attributes in an increasing globalization and evolving diverse workplace.
Solutions for Improving Mental Health in the WorkplaceCCOHS
Mental health is an organizational, social and personal concern for the workplace and workers. Psychosocial stress is an occupational hazard to which overexposure leads to strain, illness and disability, and can be prevented. This presentation outlines some ideas and solutions that have been researched and collated from a number of global and Canadian research, analysis and publications. Presented at the Alberta Health and Safety Conference on October 28, 2009.
Emotional Intelligence in the Workplace by Gina WilloughbyThe HR SOURCE
This session will introduce the four elements of the Emotional Intelligence (or Emotional Quotient EQ) (self-awareness, self-management, social awareness, and relationship management) & why it is critical in order to be successful in the workplace today.
Learning Outcomes
1. Define the four elements of emotional intelligence
2. The importance of using emotional intelligence in the workplace
3. Unlike IQ, understanding how emotional intelligence can be developed in order to enhance interpersonal and career success using specific strategies
4. Explore strategies to improve their emotional intelligence in order to improve overall communication effectiveness
About the Guest:
Gina Willoughby is a master facilitator, keynote speaker, executive coach and an organizational development expert . Gina is CEO of Willoughby Consulting Group, Inc. (WCG, Inc.) and has a background in Industrial Psychology. Gina's innovative and dynamic style has been empowering organizations to succeed in today’s highly complex business environment.
Ms. Willoughby has worked with a variety of organizations including federal government agencies, commercial companies as well as non-profit environments with a creative approach to delivering consistently high quality results that positively impact the bottom line.
Employees are the assets of the organization. They should begin to tackle this worrisome concern to create a healthier, safer, and more productive work atmosphere. They are the pillars and should be handled with great care
This presentation is on Work Life Balance. It includes the concept, components, benefits, steps to improve work life balance and role of HR in achieving work life balance.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
Emotional Intelligence involves our ability to recognize, understand, and utilize our emotions in a constructive manner. How much impact does this have in the workplace: a lot! Research shows it is the strongest predictor of performance and the foundation for critical leadership skills. This full-day program provides participants with a framework of the personal and social dimensions of emotional intelligence, and provides concrete strategies for applying these skills in the workplace.
Psychological Safety can make or break a team. To drive culture change people must feel safe to speak up and share their best ideas. Collective trust allows organizational development and accelerates teamwork and leadership.
Emotional intelligence taps into a fundamental element of human behaviour that is distinct from your intellect.The communication between your emotional and rational ?brains? is the physical source of emotional intelligence.
The pathway for emotional intelligence starts in the brain, at the spinal cord. Your primary senses enter here and must travel to the front of your brain before you can think rationally about your experience.The awareness that emotional intelligence has become an important job skill, even surpassing technical ability, has been growing over the last number of years.As teamwork becomes increasingly important in the workplace, people who are able to understand, get along with and work well with others will become increasingly sought after. Highly emotionally intelligent people have well developed people skills allowing them to develop relationships with a diverse range of personalities and people from various cultures and backgrounds. People who are able to work well with others have sought after attributes in an increasing globalization and evolving diverse workplace.
Solutions for Improving Mental Health in the WorkplaceCCOHS
Mental health is an organizational, social and personal concern for the workplace and workers. Psychosocial stress is an occupational hazard to which overexposure leads to strain, illness and disability, and can be prevented. This presentation outlines some ideas and solutions that have been researched and collated from a number of global and Canadian research, analysis and publications. Presented at the Alberta Health and Safety Conference on October 28, 2009.
Emotional Intelligence in the Workplace by Gina WilloughbyThe HR SOURCE
This session will introduce the four elements of the Emotional Intelligence (or Emotional Quotient EQ) (self-awareness, self-management, social awareness, and relationship management) & why it is critical in order to be successful in the workplace today.
Learning Outcomes
1. Define the four elements of emotional intelligence
2. The importance of using emotional intelligence in the workplace
3. Unlike IQ, understanding how emotional intelligence can be developed in order to enhance interpersonal and career success using specific strategies
4. Explore strategies to improve their emotional intelligence in order to improve overall communication effectiveness
About the Guest:
Gina Willoughby is a master facilitator, keynote speaker, executive coach and an organizational development expert . Gina is CEO of Willoughby Consulting Group, Inc. (WCG, Inc.) and has a background in Industrial Psychology. Gina's innovative and dynamic style has been empowering organizations to succeed in today’s highly complex business environment.
Ms. Willoughby has worked with a variety of organizations including federal government agencies, commercial companies as well as non-profit environments with a creative approach to delivering consistently high quality results that positively impact the bottom line.
Employees are the assets of the organization. They should begin to tackle this worrisome concern to create a healthier, safer, and more productive work atmosphere. They are the pillars and should be handled with great care
Changing Behaviours for a Healthier Workforce in Singapore AIA Singapore
Mr. Sim Beng Khoon, Director, Workplace Health and Outreach Division, Health Promotion Board (HPB), talked about how changing behaviours can lead to a healthier workforce at the recent AIA Vitality Summit 2017.
Evidencing the quality and productivity of Allied Health Professionals' (AHPs...NHS Improvement
We recently hosted four regional events ‘Evidencing the quality and productivity of AHPs care’ with a target audience of Allied Health Professional leads in NHS provider organisations.
These slides outline sessions from the events and provide an introduction to the Model Hospital, AHP job planning and the early findings of a deployment tracker metric ‘Therapy Hours to Contacts’ that is being implemented.
The story of Change Day - a learning report 2013
The purpose of this report is to explore what can be learned from NHS Change Day 2013. Its intent is to summarise the lessons described by those who took part in NHS Change Day; it is not a formal or independent evaluation. The report offers a narrative of what happened, explores the
ways in which people led and pledged their support of NHS Change Day, highlights lessons learned, and discusses the strengths and challenges of this approach. The report draws on interviews with core leaders, clinical and non-clinical staff, the NHS Change Day website and a catalogue of materials. It describes the immediate and ongoing impact of NHS Change Day through examples and stories that raise strategic questions for those involved in future Change Days and similar efforts.
These slides, developed by our Innovation Thought and Action Group give you some tools to see the connection between innovation and employee engagement. You can use the four enablers and their mapping to the enabler of innovation to make improvements in your organisation.
SHADES OF GREY: An exploratory study of engagement in work teamsEngage for Success
Following the publication of “Engagement through CEO Eyes” in 2013, the Barriers TAG have commissioned the largest ever UK study of barriers to team engagement.
The joint study, from Engage for Success, Ashridge Executive Education and Oracle, challenges conventional thinking about the way engagement is measured and suggests that teams are often nowhere near as engaged as their organisations think they are.
The study shows that only a quarter of UK teams are giving their best at work, while almost a third (32 per cent) are actively disengaged.
The report is based on a study of 195 participants from 28 teams across seven industry sectors. Organisations in the study varied from SMEs to UK-based multi-nationals, from sectors ranging from Government and aviation to chemicals and healthcare.
Shades of Grey: An Exploratory Study of Engagement in Work TeamsEngage for Success
Following the publication of “Engagement through CEO Eyes” in 2013, the Barriers TAG have commissioned the largest ever UK study of barriers to team engagement.
The joint study, from Engage for Success, Ashridge Executive Education and Oracle, challenges conventional thinking about the way engagement is measured and suggests that teams are often nowhere near as engaged as their organisations think they are.
The study shows that only a quarter of UK teams are giving their best at work, while almost a third (32 per cent) are actively disengaged.
The report is based on a study of 195 participants from 28 teams across seven industry sectors. Organizations in the study varied from SMEs to UK-based multi-nationals, from sectors ranging from Government and aviation to chemicals and healthcare.
Outcomes through engagement: How the Public Sector Improves Citizen Outcomes ...Engage for Success
This paper provides much of this valuable content to help you all, whether as HR practitioners, leaders or managers, to help to build a more engaged and connected workforce across Public Sector. The impact and outcomes are clear, and the opportunity to showcase great work already being undertaken in so many areas of central and local government will help build the confidence in all of us to make a difference.
The Not for Profit Thought and Action Group, chaired by Martyn Dicker, has been exploring employee engagement in the sector for three years and have produced a not-for-profit sector employee engagement toolkit.
The toolkit shares the findings of research involving over 40 organisations exploring engagement beyond the mission of the organisation, along with best practice advice on the measurement of engagement in the sector.
It also includes a number of case studies on the approach to engagement presented through the lens of the four enablers of engagement as first proposed by David Macleod and Nita Clarke.
Employee Engagement Case Study: Metropolitan Police: Kingston BranchEngage for Success
‘Employee engagement is all very well but you won’t change
the culture’ That’s pretty much what Glenn Tunstall, Chief
Superintendent of Kingston upon Thames borough was told
when he took responsibility for 450 police men and women.
Always up for a challenge Glenn was determined to change
the ‘trendy to be negative’ cynicism and negativity that seemed
to permeate his team.
Glenn was determined to prove that there was a clear link between staff engagement and performance. He looked
at the crime solve rates across the police force and
mapped them against the engagement scores and
found that they were almost identical. Now he just had to
prove that the link went from engagement to solve rates
and not the other way round!
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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➢ Korean President visits Samsung Electronics R&D Center
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
4. PRODUCTIVITY
UK productivity growth
is at its slowest level
since the 1990s
We have the second lowest
productivity rate in group of
world's richest nations
Source: ONS; The Independent
(10 July 2015)
4
5. AUSTERITY
Austerity is here to stay, impacting how and where
organisations invest
Source: NAO report on the Financial sustainability of police forces in England and Wales (4 June 2015) 5
6. EMPLOYEE ENGAGEMENT
Only 1/3 of UK employees say they are
actively engaged at work
20 million workers are not
delivering their full capability or realising their
potential at work
64% of people said they have more to
offer in skills and talent than they are
currently being asked to demonstrate at work
“A workplace approach designed to ensure that employees are
committed to their organisation’s goals and values, motivated to
contribute to organisational success, and are able at the same time to
enhance their own sense of wellbeing.”
Professor David Guest
6
8. POOR WELLBEING AFFECTS MANY ASPECTS OF
WORK PERFORMANCE
energy
resilience
support to
colleagues
coping with
change
reliability
attendance
coping with
feedback
coping with pressure
coping with uncertainty
concentration
decision-
making
customer orientation
8
10. THE EVIDENCE
18% higher productivity
in organisations with top
quartile engagement scores
4x
Disengaged
employees are
more likely to leave
than the average
employee
62% more accidents
occur in
organisations with bottom
quartile engagement scores
than those in the top quartile
double
the number of sick days are taken by staff at
low engagement organisations than at those
with high engagement scores (14 vs 7) 10
11. THE FOUR ENABLERS
Strong strategic
narrative
Engaging
managers
Organisational
integrity
Employee
voice
11
15. ‘BEST COMPANIES’
The Sunday Times Best
Companies lists use a number of
wellbeing and engagement
drivers as their criteria for
judging
15
16. HOW ORGANISATIONS HAVE IMPROVED WELLBEING
Marks & Spencer - wellbeing programme included elements
suggested by employees e.g. walking month and January weight
loss month. Turnover reduced to a low of 0.5% and sickness
absence fell.
Birmingham City Council - took part in ‘The Choir’ as part of
their engagement strategy using music to break down hierarchies
and silos, improve wellbeing and improve their reputation within
the city. Over 200 staff applied to join the choir. 91% of those who
were successful reported improved wellbeing; 94% of all staff
were supportive.
Mars - wellbeing strategy focused on smoking cessation, diet, physical
activity, and stress management. One campaign included resilience
workshops, optional health checks and a 16-week pedometer challenge.
89% said their energy levels and resilience had improved; 68% said they
had made long term changes to help their wellbeing; absence due to
mental health issues reduced; employees reported an increase in their
sleep quality and daily productivity. 16
18. TOP TIPS
1. Support from the ‘big boss’
2. Dedicated teams
3. Insight before action
4. Action plan
5. Tailor interventions
6. Communications strategy
7. Help leaders be role models
8. Grant permission
9. Create a supportive environment
10. Align processes, procedures and employer
branding
11. Evaluate outcomes
12. Celebrate success
And, give yourself time…
18
19. Take one small step
MY PLEA TO YOU
Join us at our conference
24th November
Help us test the
wellbeing web tool
Share your ideas and
your success stories
19
10.15-10.45 30 mins slot
Introduce me and my role as chair of wellbeing group, my day job, my background
The Wellbeing sub-group of E4S aims to drive the debate about the link between wellbeing, whether mental or physical, and employee engagement. It was launched in August 2013 to build on the paper “Why wellbeing matters: Sustaining Employee Engagement & Wellbeing”, and under Wendy Cartwright's chair, the group published a whitepaper called 'Wellbeing and employee engagement: the evidence' in May 2014.
Engage for Success (E4S) is a movement committed to the idea that there is a better way to work, a better way to enable personal growth, organisational growth and ultimately growth for Britain by releasing more of the capability and potential of people at work. We want to grow awareness about the power and potential of employee engagement, and above all we want individuals and organisations to take action. The movement is widely supported across the UK, involving the public, private and third sectors; organisations supporting the movement account for more than 2,000,000 people.
1. The big picture – productivity, austerity, engagement, wellbeing
2. How can engagement help improve productivity?
3. And what role does wellbeing have to play?
4. What can you do? i.e. What should you be focusing on? How can you deliver change?
The UK has a productivity deficit.
On an output per worker basis, UK productivity was 20 percentage points lower than the rest of the G7 in 2011. This represents the widest productivity gap since 1995.
So if the UK has a productivity deficit, and funding is being reduced, our challenge is to deliver more for less.
Austerity is here to stay, and you’ll have felt the impact both at home and at work.
The pressure is often to cut what are considered to be the ‘nice-to-haves’ or the soft stuff like training, welfare etc.
Does that sound familiar?
Analysis of the evidence shows that:
So what is wellbeing? There are various definitions but I find that many tend to be incomplete.
To me, in simplest terms, wellbeing is about being healthy and happy. It’s about our minds and our bodies (the two are inextricably linked anyway, so why try and separate them!)
Our wellbeing is influenced by a number of factors or parts of our lives, and these will vary somewhat by individual. The chart just gives you an example. In fact it reminds me of the Wellbeing Wheel exercise in your ‘wellbeing toolkit’
So, I’d like to get your input here.
Think back to a time when you haven’t felt ‘well’, whether physically or mentally, or when you have observed an unwell colleague.
What aspects of your or their performance were affected by their poor wellbeing?
Just shout out what you observed.
Well that’s a raft of observations – here’s the list that I came up with – we’ve observed similar effects.
But if you turn it on your head and have a happy and healthy workforce, then you achieve the opposite to this list – better attendance, concentration and decision-making, a more supportive environment, people better able to deal with pressure, uncertainty and change. A pretty good place to be, don’t you agree?
So, I’ve set out a fairly depressing landscape.
But, there is hope, because there are connections between all these things. And the evidence shows that by focusing on one area, we can improve another.
So let’s start with engagement – if we engage our employees better, how can this help?
Engagement = productivity
Organisations in the top quartile of employee engagement scores had 18% higher productivity
A 2013 experiment by Stanford University with China’s largest travel agency, CTrip, found that productivity increased by 30% after the company introduced working from home practices. They found it was due to employees feeling as though they had the trust, freedom and flexibility to work how and where they want - the psychological contract was improved.
Engagement = retention
Disengaged employees are 4x more likely to leave than the average employee (CLC, 2008). Employees who are disengaged or find their work stressful are more likely to resign (Bevan, 2010).
54% of British full time employees feel that their employer does not care about their health and wellbeing as long as they do their job. 1/3rd of them have considered looking for a new job as a result (IIP, 2014)
Engagement = safety
Organisations with bottom quartile engagement average 62% more accidents that top quartile (Gallup, 2006)
Engagement = less absence
Those who describe themselves as happy are less likely to take a ‘sickie’: 20% vs. 27% of unhappy employees (IIP, 2014). Staff at organisations with high engagement scores take 7 days absence per year vs. 14 days in low engagement organisations
And engagement has also been proven to link to higher customer satisfaction, higher profits, greater innovation, greater revenue growth and better efficiency…
Although there is no ‘one size fits all’ approach and no master model for successful employee engagement there were four common themes that emerged from the extensive research captured in the Engaging For Success report to government (also known as the MacLeod Report). These four enablers of engagement have proved to be useful lenses which can help organisations assess the effectiveness of their approaches.
1. Visible, empowering leadership providing a strong strategic narrative about the organisation, where it’s come from and where it’s going.
2. Engaging managers who focus their people and give them scope, treat their people as individuals and coach and stretch their people.
3. There is organisational integrity – the values on the wall are reflected in day to day behaviours. There is no ‘say –do’ gap.
4. There is employee voice throughout the organisations, for reinforcing and challenging views, between functions and externally, employees are seen as central to the solution.
Examples abound on the E4S website, but let me tell you how I have seen this work from a personal perspective… provide own example here
“The relationship between employee health and employee commitment and engagement is multifaceted. Indeed, there is research evidence that suggests a two-way, possibly self-reinforcing relationship: healthy employees are more committed and committed employees are more healthy” Bevan 2010
Engagement bolsters emotional wellbeing in stressful times. Work is the primary activity for many people during their waking hours, so their engagement levels affect the extent to which they enjoy their lives.
When employees are engaged and thriving, they are more likely to be agile and resilient, so major organisational changes or disruptions in their personal lives are unlikely to throw them off course.
Organisations that make an effort to improve their employees’ engagement levels will also help their workers improve the quality of their lives, minimising the costs of decreased productivity resulting from chronic illnesses whilst lowering healthcare and absence costs. (Gallup, 2013)
Employees who are engaged in their jobs are generally in better health and have healthier habits than employees who are not engaged or are actively disengaged.
“Engagement is important for performance but that it is unlikely to be sustainable unless it goes hand in hand with wellbeing” (CIPD 2012)
The Best Companies Guide is something you have probably all heard of, as there is usually quite a fanfare each year when the prestigious Sunday Times list of 100 Best Companies to Work For is published.
The company that produces this, Best Companies Ltd, use many of the themes we are talking about today, relating to engagement and wellbeing, to judge ‘a best company to work for’
So it must be right!!
You are probably itching to know what you can do.
There are many examples in the wellbeing papers previously produced by E4S ( and on the website), but here are a few case studies which I thought were great illustrations of different ideas, achieving tangible results.
So, I’ve given you some definitions, some evidence, some models and case studies.
I hope that all of us in this room are agreed that wellbeing, and engagement, are very important and have tangible impacts if we get it right or get it wrong in our organisations.
But this might all feel a bit ‘big’ and a bit too much theory for you right now.
You might be thinking that you have no money, no time, and want to get results fast.
Let’s have a show of hands:
Who feels like it’s going to be easy to get wellbeing and employee engagement right in the police service?
Who feels like it’s going to be hard?
I can’t give you all the answers, but what I do want to share is the twelve steps we talk about at E4S which we believe will enable an organisation (of any size/type), successfully implement a health and wellbeing programme. I’m confident you’ve already ticked a number of these off. So let me focus on just a few, and one extra from my experience…
Dedicated teams don’t have to be HR professionals or ‘experts’, just passionate and who understand the business.
Insight before action – step back and understand your situation before jumping feet first into a programme or initiative. Far higher chance of it being appropriate and successful, and means you can track your success - employee survey, absence records, health risk assessments, accidents, turnover…
Tailor interventions – must be meaningful and appropriate; don’t just focus on the easier physical stuff; think holistically; ask your staff what they want; TAILOR – what works for my organisation may not work for yours (diff culture, diff roles, diff strengths and challenges). What you do has to be right for your organisation. Even what works in one police force may not work in another.
Leaders as role models – all leaders need to ‘walk the talk’ – all of you included! Be open and get involved; think about the message you give - if you brag about long hours, or 3 hrs sleep a night, what message does this send?
Grant permission – so staff can get involved
Create a supportive environment – not just policies e.g. relating to smoking, but informally too e.g. regular coffee breaks; taking the stairs to meetings; I bring in fruit and healthy snacks for the team rather than cake (some of the time!!), and I block out time in my diary each week to go to a spin class with some of my team
Align processes, procedures and employer branding – does the reward and recognition policy and process, and induction and recruitment all reflect your organisation’s focus on wellbeing and engagement? Celebrate success – and share your stories internally, across the police service, with E4S
Give yourself time – behaviour and culture change is not something which happens overnight; so why expect your initiatives to instantly work; today’s ‘now, now, now’ culture risks putting additional stress on you as wellbeing leads; don’t be too hard on yourself if you don’t see instant results, and don’t give up – keep working at it; if after a while it doesn’t seem to be working, ask why, learn and adapt
Keep up your focus on wellbeing – it is essential and your efforts will reap rewards. Even if it feels like a mountain to climb, just start with one small step. If anyone has read Nudge by Thaler and Sunstein, you will know how little tweaks and changes can make all the difference (like the order in which you display healthy and unhealthy foods in the canteen)
Under my lead, since the start of this year, the wellbeing group is building a practical tool for business leaders and practitioners which will help them understand the key trends likely to affect the UK’s organisations and working population in 2025, the potential impact of these on wellbeing and engagement, and how organisations can prepare.
We are launching a beta version for feedback at the E4S conference in London on 24th Nov, and will further develop the tool based on the feedback we receive. Want it to be useful to leaders and practitioners in organisations.
So, please do some along to the conference. Details will be out shortly which I can share with you via Peter.
If anyone is happy to review our tool and do some user testing, please let me know. The more people who can input, the more valuable to everyone it will be.
And finally, please share your success stories with me. However small, I and E4S want to hear them.