Workplace Health & business outcomes

Transcription

1 Kent Healthy Business Programme Launch Folkestone, 22 January 2014 Workplace Health & business outcomes Dame Carol Black Expert Adviser on Health and Work Department of Health, England Principal, Newnham College Cambridge

2 What is our overall goal? Healthy, engaged workforces Well-managed safe organisations A high-performing, resilient workforce Enhanced productivity Contributing to: A well-functioning society Better economic performance

3 Work benefit to whom? Employee Family Employer Government Society

4 What is Good Work? Stable and safe work - that is not precarious Individual control part of decision making Work demands quality and quantity Fair employment earnings and security from employer Flexible arrangements for employees where possible Opportunities training, promotion, health, growth Promotes Health and WellBeing psychological needs, resilience, self esteem, belonging and meaningfulness Prevents social isolation, discrimination & violence Shares information - participation in decision making, collective bargaining, justice if conflicts Reintegrates sick or disabled wherever possible. Both physical and psychosocial environments are critical. Emphasis: Mental Health, organisation of work, and managerial behaviour. (mixture of Marmot and The Work Foundation)

5 What is a good Workplace? Key features common to those organisations which have achieved success in promoting physical and mental health and well-being: Senior visible leadership Accountable managers throughout the organisation Attention to both mental and physical health improvements Systems of monitoring and measurement to ensure continuous improvement Empowering employees to care for their own health Fairness Flexible work Health, Well-being and Public Health need to be embedded in every aspect of an organisation s structure and work.

6 The gradient in health and motivation in workplaces Overall organisational productivity depends critically on workers aggregate performance - their contribution is essential to success. In particular, there is a need to understand the degree of linkage, in typical pyramid-shaped organisations, between, on average, poorer health (mental and physical) and lower motivation and engagement at work. Top management Usually declining income and health Recognition of this needs to be properly factored in to management thinking about health to enhance productivity Workforce, many more at the foot, is not uniform in health, wellbeing or motivation

7 The social factors : extending working lives In the UK, labour participation rates drop significantly after age 50. Those with longest working life expectancy at 50 are more educated, are home owners, are married or co-habiting, and are in reasonable health. Besides poor health, the reasons for ceasing economic activity at age 50+ include limited skills and increased caring responsibilities. Marmot Review 2010 Reversing these factors will depend on more than healthcare interventions alone.

8 Variations in sickness absence Absence varies by area, highest in the North East Strategic Health Authority (SHA) area and lowest in the London SHA area. Absence strongly correlates with local area deprivation (Marmot agenda) and grade mix. Organisations with a higher proportion of staff at lower grades have higher sickness absence rates. Front line staff have the highest sickness absence rates, including nursing, midwifery and health visitors; ambulance staff; and healthcare assistants.

9 The Heart Age Tool A simple online tool to find out your estimated Heart Age based on input of personal information on risk factors. Courtesy Mark Cobain and Holly Whelan, Unilever

10 Contrasting Data from Unilever Sites Marketing Site : Factory Site : 0 Heart Age above actual 0 + Proportion of people in sample with heart ages in different ranges above their actual age very different distributions at the two sites.

11 The Workplace : Health and Wellbeing Work places can be microcosms of society. All workplaces should ensure: enabling leadership towards good work and good organisation of work that all managers are trained in effective communication, awareness and learning with respect to wellbeing and mental ill-health development of a culture of health (mental and physical), healthy lifestyles and physical activities at work and among the workforce seizing opportunities for powerful communication, and peer support. A healthy, engaged workforce with wellbeing is good for business and boosts the bottom line (increasing evidence in many countries).

12 How do we achieve Health & Wellbeing promotion in all organisations? for SMEs for big companies in the private sector for the public sector

13 SME Example : TRAC Services TRAC : 30 employees in Cornwall : a healthier workplace and a business in good health. In 2012 they ran a campaign each month: - January planning - July mental health awareness - February healthy heart - August sun safety - March salt awareness - September cancer awareness - April blood pressure - October flu awareness - May pedometer challenge - November men s health & diabetes - June blood donation, cooking - December alcohol awareness. Monthly Campaign: Donating Blood Cook Well Be Well Challenge 11 th JUN The company used the Cornwall and Isles of Scilly Healthy Workplace Awards programme, won a Silver Award in 2011, and wanted to improve further. Courtesy: Sarah Trethowan

14 TRAC Services : Results Recent evaluation Sickness absence reduced from high in Now much lower than UK private sector average. Small firms in the private sector tend to have low sickness absence rates TRAC in 2012 were below half the average. TRAC s own figures, Year Days Employees away sick Average UK Average Public Sector Average days lost per employee: CIPD Annual Absence Survey October 2011 Number of employees Private Public ,000-4, Average cost absence per employee per annum 686 1,538 UK Average Private Sector

15 A road map: Workplace Wellbeing Charter A set of workplace standards to promote good, safe and healthy work, evidence-based, in eight activity areas, SME focussed, locally derived. Standards are set for Leadership, Attendance Management, Health and Safety Requirements, Mental Health and Wellbeing, Smoking and Tobaccorelated ill-health, Physical Activity, Healthy Eating and Alcohol and Substance Misuse. An Award is given to organisations that achieve the Charter standards. All completely voluntary. Employers can use the Charter to assess their approach to workplace wellbeing in whichever way suits their business best - only obliged to share self-assessments if going for an Award.

16 Supported and funded by Department of Health England. Workplace Wellbeing Charter National development, commissioned by Public Health England Refresh of original Liverpool Charter, drawing in learning from existing English regional and local schemes, and also from Welsh model. Work being led by Liverpool City Council and the Health at Work Centre Focus on establishing:» National core standards framework for existing and future schemes to utilise» National branding with potential for local integration» National accreditation model The commissioned work includes a series of regional workshops in December and as part of the engagement there is exploration of post-april business model for quality assurance.

17 The Health and Well-being Improvement Framework (DH for NHS). sets out five high-impact changes that NHS organisations can follow to improve staff health and well being and reduce sickness absence: Developing local evidencebased improvement plans With strong visible leadership Supported by improved management capability Better, local high-quality accredited Occupational Health services With all staff encouraged and enabled to take more personal responsibility The Department of Health published a Health and Well-being Improvement Framework which highlights the evidence and detail behind the 5 high impact change pathway: uptake is supported by NHS Employers. olicyandguidance/dh_128691

18 Delivered sickness absence savings of 2.7m yearly, and 72% reduction in long-term absence. The NHS : Strong visible leadership Board level involvement will make the difference Where NHS Boards live the values they want to achieve, staff will take those values seriously. A named board member responsible for H&WB and reviewing progress every 6 months will drive this agenda forward. Example: York Teaching Hospitals NHS FT Used board engagement to drive progress across the Trust Board visibly involved in events to promote better health and wellbeing, and communicated this to staff.

19 HWIF 4 : Staff take more responsibility Long-term improvements in H&WB need individuals to act on their personal health issues, plus a healthy environment at work Providers can support staff in this by implementing NICE Public Health guidelines and giving staff opportunities to make healthy choices. Example: The Walton Centre NHS FT : Work well Implemented action plan to improve H&WB that staff helped to design Focused directly on key health issues where staff said they needed help Promoted personal responsibility by funding resources, tools and activities to make staff healthier, including physical exercise. Almost halved sickness absence rates from >7% to <4% in 18 months.

20 NHS Sports and Physical Activity Challenge Outcomes and Benefits organisations taking part, 17% of NHS staff Benefits: - increased levels of physical activity among staff - using the Challenge to kick-start or expand a Health and Wellbeing Strategy - better team working - setting example to patients, partners & community - reduced sickness absence and agency costs. Example: Gateshead Health NHS Foundation Trust - comprehensive staff H&WB strategy saved 2m over 15 months to March 2012 through reduced sickness absence.

21 BT : Addressing lifestyle issues in a business context Augmenting organisational health Need to pay specific attention to so that we can Personal physical and psychological health Organisational integrity Leadership commitment to wellbeing Enhance the delivery of sustainable business performance BT, formerly British Telecom

22 BT : Successful promotion Based on needs assessment of health and wellbeing Developed in collaboration with employees Provides flexibility and choice in interventions Evaluated and disseminated Maintain and improve quality Sustainability built in Involvement with other sectors Address mental health in context of general health Aims of BT s resulting Work Fit programme : Raise awareness Encourage personal responsibility Focus on small but sustainable changes Emphasise prevention and early detection Provide guidance in the workplace Work in partnership

23 BT : Impact of Work Fit Cardiovascular - 16,366 registered, 2kg average weight loss Stop smoking - 1,000 signed up, 30% success rate Cancer - Knowledge levels improved by 4-12% Diabetes - 5,200 completed online risk assessment tool Mental health - 56% tried some recommendations and were continuing with them at 3 month follow-up, 51% noted improvements in mental wellbeing Lifestyle changes - typically 2/3rds of those who respond to post-campaign surveys, mostly in relation to physical activity, diet and weight management With the help from the work fit pages I have now lost as of last week 40 lbs. I still have about another 20 lb to go. Thank you and all the team for a really good campaign. Openreach Field Engineer, Isle of Lewis

24 Health in the Construction and Civil Engineering Industries 1.2 million people work in Construction, 6% of the entire UK workforce. High mortality rate, independent of social class. Itinerant, male-dominated, workers hard to reach. Employers can impact workers health and wellbeing, in their own organisations and through supply chains. For employees, keeping well and in work protects against financial hardship, and promotes better quality of life. Employees are likely to take more responsibility for their own health and wellbeing if there is leadership from the top. Pro-actively managing employees health brings important business benefits (less sickness absence and staff turnover; less lost time and cost due to accidents; higher productivity; more staff engagement; more profitability).

25 Pledge for Construction and Civil Engineering Industries A special pledge for construction within the Public Health Responsibility Deal As organisations working in the construction or civil engineering industries, we will take action to manage the causes of occupational disease and to improve the health and well-being of people working across offices and sites, large and small. We recognise that prevention and early intervention are the keys to success, and will take continuing action on the following: (1) Annual reporting of the health and well-being of employees (2) Provision of clinical Occupational Health Services (OHS) that work in accordance with the relevant standards e.g. SEQOHS (3) Arrangements to develop a programme to actively promote health and wellbeing and the effective management of health. We also pledge to encourage our subcontractors and our supply chains to endorse at least one of the actions above to implement good health and well-being activities.

26 CrossRail : In the Tunnel Taking Health and Wellbeing to the tunnel machine face, where the miners work

27 Coalition Government: Public Health Responsibility Deal The Responsibility Deal is a Coalition response to challenges which we know cannot be solved by regulation and legislation alone..... a partnership between Government, business and other organisations that balances proportionate regulation with corporate responsibility. Established 2010 The partners are working together to: recognise their vital role in improving people s health actively support our workforce to lead healthier lives encourage and enable people to : - be healthy and in work - adopt a healthier diet - be more physically active - drink responsibly. The Responsibility Deal is delivered through five networks : Food Alcohol Physical activity Behaviour change Health at work

28 Responsibility Deal : Health at Work network The aim of the Health at Work Network one of five networks - is to find ways to help employers use the workplace to improve the health of their employees. Current work includes: Developing pledges for action to help people at work lead healthier lifestyles. The Network has agreed nine collective pledges - we publicise them and encourage uptake. Providing guidance and toolkits to support the pledges Working to engage SMEs Encouraging and networking

29 Health at Work pledges Nine collective pledges : - H1. Chronic conditions guide - H2. Occupational health standards - H3. Board Reporting on health and well-being - H4. Healthier staff restaurants - H5. Smoking cessation/respiratory health - H6. Staff Healthchecks - H7. Mental Health in the workplace - H8. Young persons health at work - H9. Domestic violence plus one pledge specific to the construction industry.

30 A Watershed in Life and Work Change is the law of life. And those who look only to the past or present are certain to miss the future. John F. Kennedy