Creating Wellbeing at Work

Presentation by Graham LoweHealth Promotion Agency workshops

September 15, 17 & 19, 2014

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Focus

• Wellbeing & performance • Healthy organizations • Culture & leadership• Actions you can take

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Wellbeing & performance

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Future workforce challenges

Costs

Engagement

TalentHealthy, safe

and productive workplaces

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People-performance links

Engaged workforce

Healthy & safe employees

Higher performance

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Happy employees = sustainable success

See: Harvard Business Review, Jan-Feb 2012.

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Psychological health & safety risks

National StandardPsychologically healthy & safe workplaces…• Foster psychological well-being and enhance

organizational performance• Promote respectful relationships between staff and

customers• Support staff experiencing psychological difficulties• Expand Occupational Health & Safety management

systemsSource: Mental Health Commission of Canada. http://www.mentalhealthcommission.ca/English/node/5346

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Healthy Organizations

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Looking through a health lens… Holistic Integrative Long-term Strategic

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Healthy organization building blocks

Positive culture

Inclusive leadership

Vibrant workplaces

Inspired employees

Source: G. Lowe. (2010). Creating Healthy Organizations.

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The healthy organization

Inspired employees

Vibrant workplaces

Effective people practices

Culture and leadership

Creating value for stakeholders

Sustainable Success

Health, Safety & Performance

Successful and

Sustainable Organizations

Collaboration, leadership &

culture

Higher employee

wellbeing & engagement

Healthy and safe

workplaces

This model builds on the WorkSafeVision of “working safer”

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HealthyOrganization

ComprehensivePrograms

High Impact

Low Impact Individual

Risk Factors

Strategic impact of wellness

Where is your organization on this trajectory?

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Culture & Leadership

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New Zealand needs a culture that recognizes health and safety as an investment in good business practice, improved productivity and reliability, and an engaged workforce.

Working Safer: A Blueprint for Health and Safety at Work, 2013

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“The Golden Rule” is a corporate value

A tale of two cultures

Lac-Mégantic train derailment: 47 dead

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Mayo Clinic’s culture of respect

“Mayo Clinic’s core values nurture a culture of respect that contributes to the quality of work life. What is cherished (values) shapes behavior (culture). The profound respect Mayo employees typically have for patients, for each other, and for the institution is palpable.”

L. Berry & K. Seltman, Management Lessons from the Mayo Clinic. McGraw-Hill, 2008, p. 261.

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• Supportive work environment

• People leadership

SAFETY CULTURE• Report• Learn• Act

OUTCOMESPride CommitmentSatisfactionEngagement

Safety culture

Source: G. Lowe. (2008). The role of healthcare work environments in shaping a safety culture. Healthcare Quarterly 11 (2), 43-51.

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Trust, engagement and performance

Source: G. Lowe. (2012). How employee engagement matters for hospital performance. Healthcare Quarterly 15 (2), 29-39.

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Quality Healthcare Workplace Awards

Platinum Award criteria:

Source: Ontario Hospital Association www.oha.com

Culture, strategy & metricsEffective practices from Platinum Award winners:

• HR, wellness, cost-reduction and care quality goals linked within corporate strategy tied to MVV

• Corporate scorecards include healthy workplace and staff satisfaction / engagement measures

• Board and Executive use metrics in planning and decision-making

• Set targets and measure progressSource: Ontario Hospital Association -http://www.oha.com/CurrentIssues/keyinitiatives/QualityHealthCareWorkplaceAwards/Pages/Default.aspx

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How positive is your culture? Your Response

1) The organization has strong people-focused values.

2) Employees know and personally identify with the values of the organization.

3) Supervisors are selected based on their people skills.

To what extent do you disagree or agree that each of these statements describes your organization?

1 = Strongly disagree , 2 = Disagree, 3 = Neither, 4 = Agree, 5 = Strongly agree

How inclusive is your leadership? Your Response

4) Managers encourage employees to take initiative.

5) Employees are able to improve their immediate work environment.

6) Employees are trusted to do what is best for customers / clients.

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Discussion

What scores highest?

How have you achieved this?

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Actions you can take

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What you can do

1. Engage others

2. Design for wellbeing

3. Integrate initiatives

4. Model behaviours

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Costs???$0

• Time• Commitment• Follow-through

Costs???$0

• Time• Commitment• Follow-through

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Engage

• Relationships• Job• Team• Supports

Develop a shared workplace vision

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Improvements are a shared responsibility

Values Actions

Vision

EVERYONE IS A LEADER

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DesignVIBRANT WORKPLACE INGREDIENTS1. Respect and fairness2. 2-way communication3. Autonomy and input4. Adequate resources 5. Supportive supervisors 6. Challenging work7. Recognition and rewards8. Safe and healthy environment

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How do you design change?

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Recruitment & retention

Integrate

Link wellness and engagement goals

• Empower local workplace wellness committees

• Coordinate with OHS committees

• Foster employee participation and “ownership”

• Recognize that morale influences participation

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Engagement Wellbeing

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Model the corporate values

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Living the corporate values builds trust

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To summarizeYou can be an effective change agent:

1. Be guided by values and vision

2. Involve your employees / co-workers

3. Communicate wellbeing-performance links

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Write down ONE action you will take in the next week to build a healthier organization:

1. _______________________________

Your commitment…

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Be a change agent!

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Questions & Comments?

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The Graham Lowe Group | www.grahamlowe.ca | glowe@grahamlowe.ca

For information and resources go to:www.creatinghealthyorganizations.ca

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Follow me on Twitter: @HealthyOrgs