We need to talk mental health in the workplace

Workplace Excellence We need to talk mental health in the workplace www.bitc.org.uk

Welcome and introduction Tanya Kennedy Director, Business in the Community

We provide advice, support and opportunities for engagement under three key themes: www.bitc.org.uk

Managing for mental health evidence-based practice Professor Bob Grove PhD Senior Professional Adviser CMH and Mental Health Europe

Presentation will cover Occupational stress, mental illness, disability? Some facts about mental ill health in the workforce A 3 stage model for organisations to promote mental health and manage mental illness

Mental ill health is costly to employers 95 335 Total cost - 1,035 sickness absence reduced productivity at work 605 staff turnover www.scmh.org.uk/publications/mh_at_work.aspx?id=575

A comprehensive model for organisations Evidence points increasingly a 3 stage process involving the whole organisation Promotion of wellbeing (See BITC toolkits) Prevention screening (eg. BT STREAM, NHS Direct), early identification and signposting to help Coordinated case management of rehabilitation for those not recovering as expected (second sick note)

Prevention the individual story Signs of stress and distress, under-performance Relationships become awkward Period of sickness absence consults GP Employer receives (not very helpful)certificate Managers, colleagues uncertain how to respond, consult OH/HR OH/HR call for assessment, refer to counselling service Absence becomes prolonged Eventually returns to work, cannot cope, relationships become strained, leaves, makes complaint against employer

It s the relationships... * Fear of disclosure leaving it too long Lack of timely help with managing relationships Clinical management that takes no account of employment Managerial/collegial anxiety - loss of contact Stigma and discrimination, ignorance about rights No return to work plan Not coping with adverse events - tendency to catastrophise Inability/unwillingness to negotiate adjustments *see Thomas, T. & Secker, J. in Grove, B., Secker, J. & Seebohm, P. eds (2005) New Thinking about Mental Health and Employment. Oxford. Radcliffe

A better way - a better outcome? Signs of distress/under-performance. Discussion with manager who suggests seeking help GP signs off but advises on importance of returning to work as soon as manageable. Offers recommended treatment. Informs employer (with consent) Manager keeps in regular touch, emphasizing expectation of return Case manager nominated if necessary Return to work plan agreed with case manager, line manager, HR and OH. Includes how to inform/deal with colleagues Easy availability of problem solving support for first few weeks Employee offered help with early recognition and self-management of symptoms

Managing ill health - preventing disability Promote mental wellbeing throughout the organisation and screen for stress points Train managers to spot problems early and keep workplace relationships intact Signpost and encourage take-up of work-focused healthcare Case management, rehabilitation and team work where there is complexity or long term absence

Resources BITC Toolkits: Emotional Resilience & Skills Health and Wellbeing Mindful Employer www.mindfulemployer.net Workplace Training for Line Managers Centre for Mental Health http://www.centreformentalhealth.org.uk/training/ind ex.aspx NHS Direct Managing Stress in the Workplace

References Business in the Community (2009) Emotional Resilience Toolkit healthy people, healthy profits. Lockett, H. & Grove, B. (2010). Responding to mental distress at work. Occupational Health [at Work], 7 2 (24-27). Lockett, H. & Grove, B. (2010). Responding to mental distress at work. Occupational Health [at Work], 7 3 (20-23). Knapp, M., McDaid, D. & Parsonage, M. Eds. (2011) Mental health promotion and mental illness prevention the economic case. London. Department of Health Seymour, L. & Grove, B. (2005) Workplace interventions for people with common mental health problems BOHRF Seymour, L. (2010) Common mental health problems at work what we now know about successful. Centre for Mental Health

Thank you For further information: www.centreformentalhealth.org.uk

INVESTING IN OUR PEOPLE to Provide High Quality Health and Social Care Louise Beckett Senior Manager Human Resources

Belfast HSC Trust - Context Overall purpose is to improve health and well being and reduce inequalities Biggest employer in NI annual budget of 1.2 bn and 20,000 staff Delivers health and social care to 340,000 in Belfast and Castlereagh as well as regional services Key role in influencing health and well being of staff exemplary support for staff supports provision of high quality care for service users

Health and Well Being at Work Group Ensures collaborative, partnership approach to promoting health and well being initiatives Provides leadership and direction and ensures commitment and accountability to implementation of Health and Well Being Strategy and Action Plan Range of initiatives to improve health and well being of staff Promotes best practice for Attendance Management

Health and Well Being at Work A focus on employees wellbeing can add value to Organisations by promoting better health and increasing motivation and engagement of employees in terms of helping them to drive increases in productivity and profitability. The benefits of health and well being extend far beyond reducing the costs of absence or poor performance. Dame Carol Black Working for a Healthier Tomorrow 2008

Absenteeism: Focus on Mental Ill Health CIPD 13 million days lost per year on work related stress costs employers 25.9 billion per year Belfast Trust 70,495 days lost on mental ill health related conditions - 29% of all absence Presenteeism: At work but performing below capacity cost of mental health presenteeism to Employers - 15 bn per year Only 1 in 5 ask for help, 31% of workers - impact on concentration and productivity

1 in 4 people affected Mental Ill Health Employees have a responsibility for their own well being but role of Managers is critical in supporting them and communicating the range of initiatives available Managers and staff need assistance and sources of support/information be proactive, recognise symptoms, destigmatise the issue Range of initiatives in place to address mental ill health related conditions in Belfast Trust

Guidance on Mental Ill Health Launched in February 2013: Sources of internal and external help and support widely disseminated throughout Trust

Here4U-Here4Health programme - up to 300 staff participated in some form of physical activity (football, zumba, pilates, walking), with over 200 staff availing of the health checks at 5 Health & Wellbeing Centres - develops resilience and greater team working Bereavement support 16 Health Fairs All activities evaluated very highly Here4U Support Services for Staff

Managing Stress Trust Policy on Management of Stress, Health & Wellbeing - individual risk assessment to assist in the identification and management of work-related stress and improved guidance on stress surveys. The BRAAT Audit Tool for completion by all Service Areas within a 3 year period includes Standard 15 Management of Stress. Questions assess awareness of the Policy, establish if a Stress Risk Assessment has been completed at a local level, ensure staff awareness of available support services and have received training in relation to the prevention and management of stress.

Training Health Improvement Courses: Top Tips for Looking after Yourself Living Life to the Full Mental Health First Aid Training Programme Mental Health Promotion Coping with Change Developing Personal Resilience Personal Effectiveness Stress Management

Getting into Reading Initiative facilitated by the Reader Organisation Provides a safe environment for staff to meet and feel connected - where they feel confident to talk openly about issues the text may have prompted Pilot in Shankill Health and Well being Centre Further two programmes Highly evaluated participants more able to cope with stress and more positive about life

Occupational Health Staff Care Counselling Further Initiatives Conditions Management Programme - 66% improved their health and wellbeing and coping strategies - how to deal with stress, anxiety, depression 16 Health Fairs covering all major sites within the Trust Improving Working Lives Initiatives Special Leave and Work Life Balance Arrangements 838 applications with a 98% approval rate in 2012/13. Staff Survey Employability - Six Ring Fenced posts in Mental Health Framework on Employment of People with Disabilities/Reasonable Adjustments/Disability Etiquette and Disabled Employee Network Domestic Abuse Support Scheme

INVESTING IN OUR PEOPLE to Provide High Quality Health and Social Care Thank You Any Questions?

Mental Wellbeing in MindWise Bill Halliday (CEO) Julie Hill (Director of Workforce Development) 16 May 2013

Support Housing Antrim, Carrickfergus Kilkeel Belfast Banbridge Volunteering Resource Centres Community Support Belfast Newry Downpatrick Ballyclare Lurgan Portadown Banbridge. Information Advice & Advocacy Downpatrick Lisburn, Newtownards, Shannon Clinic Recovery and Self Management Training & Employment Magherafelt NIASS Carer s Groups

Mental wellbeing in MindWise OUTLINE Leadership and Management and an organisational approach to creating a mentally healthy workplace. Mental health support and specific programmes

What makes a mentally healthy workplace? Leadership and management Leadership and commitment at senior level Leadership and Management Strategy Rewards and Recognition Strategy Good line management practices Open and transparent communication

Mental health and specific programmes Sickness Absence % Working Time Lost MindWise (April 2010 to March 2011) 5% Non profit sector (CIPD 2011) 3.6% Care services (CIPD 2011) 4.1%. MindWise (April 2012 to March 2013) 3.5%

Sickness absence analysis The days lost to mental health related absences was the top reason for long term absence and this expressed as a total of all days lost was 33%.

Mental Health Survey 60% consider themselves to have experienced a mental health problem at some point in their lives 23% saying they currently consider themselves to have a mental health problem. 44% of the respondents consider themselves to have been a carer at some point in their lives with 18% currently a carer. 19% said they were attracted to work for MindWise due to their own personal experience of mental health problems and 25% were attracted as they knew or cared for someone with a mental health problem.

Policy Human Resources Policy Carers leave Sickness Absence Health Capability Recruitment and selection Mindful Employer - promoting the employment of individuals with mental health difficulties, and actively challenging discrimination in the workplace.

Healthy Returns Employee assistance programme Based on the Biopsychosocial Model Trained case managers Annual cost of 4,050 Early intervention

Healthy Returns NICE Guidelines on Managing Long Term Sickness Absence (2009) Someone who is suitably trained/impartial to undertake initial enquiries, particularly those with musculoskeletal disorders or mental health problems. Employers should arrange for a more detailed assessment to be undertaken. Relevant specialist/s should undertake the assessment in conjunction with the employee. The assessment could be coordinated by a suitably trained case worker/s.

Healthy Returns NICE Guidelines on Managing Long Term Sickness Absence (2009) Coordinate/support the delivery of planned health, occupational or rehabilitation interventions or services and return-to-work plan developed Ensure employees are consulted and jointly agree all planned health, occupational or rehabilitation interventions or services and the return-to-work plan

Recovery and Wellness Recovery Action Planning WRAP Wellness Recovery Action Planning (WRAP) is a 'selfmanagement' tool used in many countries around the world to help individuals take more control over their own wellbeing and recovery. It emphasises that people are the experts in their own experience and is based on the premise that there are no limits to recovery.

Recovery and Wellness Recovery Action Planning WRAP is underpinned by a number of core principles: That recovery is possible ( hope ). That individuals should take personal responsibility for their own lives and well being ( personal responsibility ). That it is important to know yourself, to be self aware ( education ).

Recovery and Wellness Recovery Action Planning Feeling Stressed, Keeping Well Mindful Employer www.mindfulemployer.net/feeling%20stres sed%20-%20keeping%20well.pdf www.ncl.ac.uk/hr/assets/documents/keepin g-well-at-work-leaflet-pj.pdf

Other actions Integrating stress risk assessments and Feeling Stress Keeping Well into supervisions. Staff Consultative Forum Debriefs and counselling Telephone counselling line

Measurable outcomes Working time lost 3.5% from 5% Costs reduced from 77,019 to 49,302 (Figures compared from Mar 10 April 11 and then Mar 12 April 13)

Measurable outcomes Staff Survey 2012 100% of employees are committed to MindWise s mission, vision and value statement. 89% (80%) believe MindWise cares for its staff. 94% (88%) believe that MindWise is a good organisation to work for. 85% (76%) believe MindWise is effective in its role as an organisation that invests in its staff. 98% (95%) agree that their line manager is accessible when appropriate. 92% (81%) agree that they are able to strike the balance between work and home life.

Contact details info@mindwisenv.org www.mindwisenv.org Telephone 028 9040 2323

Wellbeing Toolkit Launch date: Friday 31 May 2013 www.workplacewellbeing.org Supported by:

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