psychosocial risk management - cigna · a complex picture! • types and severity of risks and...
Post on 14-Jun-2020
1 Views
Preview:
TRANSCRIPT
Psychosocial Risk Management
Dr Stavroula Leka CPsychol AFBPsS FRSPH
Associate Professor in Occupational Health Psychology Director, Centre for Organizational Health & Development
Global Healthy Workplace Awards & Summit, London 11-12 April 2013
© PRIMA-ef Consortium
A complex picture • Types and severity of risks and complexity that
organisations face is growing with significant potential impacts on their operations, reputations and viability (PWC, 2012)
• Felton and Keenan (2005): only 11% of 1000 surveyed directors claim to have a complete understanding of the risks their organisations currently face, whilst 23% stated to have limited or no understanding at all
• Risk priorities still revolve around compliance and financial issues (Ernst & Young, 2010)
Ethics & People • Business highly connected with morality and
ethics (Ersdal & Aven, 2008) > concerns increasingly channelled towards labour, psychological and social issues (Ledwidge, 2007; Jain, Leka & Zwetsloot, 2011)
• “With the worldwide focus on the ageing workforce, the acute scarcity of skilled professionals in many industries, as well as cases of significant fraud caused by a few – it’s no surprise that risk is all about people” (Bosserman et al., 2008:12)
Emerging risks • Developments in nature of work in relation to
design, management and organisation as well as the wider context of work are resulting in new and emerging risks, namely psychosocial risks (EU-OSHA, 2007; Dollard et al., 2007)
• Related to issues such as work-related stress, violence, bullying and harassment, all of which have the potential to significantly impact on the healthiness of the individual, enterprise and society (Rasmussen, Hansen & Nielsen, 2011; Rick & Briner, 2000)
Psychosocial risks
• Those interactions among job content, work organisation and management, and other environmental and organisational conditions, and the employees’ competencies and needs that prove to have a hazardous effect on employees’ health and safety through their perceptions and experience
Psychosocial Work
Environment Dimensions
Psychosocial Hazards
(Downside risk)
Psychosocial Factors
(Upside risk)
Job content Lack of variety or short work cycles, fragmented or meaningless work, under use of skills, high uncertainty, con8nuous exposure to people through work
Meaningful work, appropriate use of skills, work retaining employee interest and engagement, appropriate support
Workload & work pace
Work overload or under load, machine pacing, high levels of 8me pressure, con8nually subject to deadlines
Appropriate level of workload, appropriate work pace, sensible and achievable deadlines
Work schedule ShiA working (especially irregular), night shiAs, inflexible work schedules, unpredictable hours, long or unsociable hours
Sensible shiAs and reasonable working hours to maintain work-‐life balance, flexible working prac8ces
Control Low par8cipa8on in decision making, lack of control over workload, pacing, shiA working
Par8cipa8on in decision making, control at work
Environment & equipment
Inadequate equipment availability, suitability or maintenance; poor environmental condi8ons such as lack of space, poor ligh8ng, excessive noise
Good physical working condi8ons according to good prac8ce guidance
Psychosocial Work
Environment Dimensions
Psychosocial Hazards
(Downside risk)
Psychosocial Factors
(Upside risk)
Organisa=onal culture & func=on
Poor communica8on, low levels of support for problem solving and personal development, lack of defini8on of, or agreement on, organisa8onal objec8ves
Clear organisa8onal objec8ves, appropriate support for problem solving and personal development, good communica8on processes
Interpersonal rela=onships at work
Social or physical isola8on, poor rela8onships with superiors, interpersonal conflict, lack of social support, harassment, violence
Good rela8onships at work, teamwork, social support, appropriate policies and procedures to deal with conflicts
Role in organisa=on
Role ambiguity, role conflict, responsibility for people
Clear roles and responsibili8es, appropriate support to meet objec8ves
Career development
Career stagna8on and uncertainty, under promo8on or over promo8on, poor pay, job insecurity, low social value to work
Appropriate career prospects & development matching skills & performance, effort reward balance, valuable/meaningful work, job security
Home-‐work interface
Conflic8ng demands of work and home, low support at home, dual career problems
Work-‐life balance, suppor8ve organisa8onal policies and prac8ces to achieve ‘life balance’
Work-related stress
• Pattern of emotional, cognitive, behavioural and physiological reactions to adverse and noxious aspects of work content, work organisation and work environment
• Difference between work-related stress and pressure
Prevalence and impact • Data from the European Union show that work-related
stress affects more than 40 million individuals (EU-OSHA, 2012) while in the USA, 69% of employees report that work is a significant source of stress and 41% say that they typically feel tense or stressed out during the workday (American Psychological Association, 2009)
• In the 15 Member States of the pre-2004 EU, the cost of stress at work and the related mental health problems was estimated to be on average between 3% and 4% of gross national product, amounting to €265 billion annually (Levi, 2002)
• Evidence of impact in developing countries building up (Kortum, Leka & Cox, 2011)
• Job loss/ long-term unemployment is an established risk factor of elevated morbidity and mortality from addiction and stress-related disorders (esp. CVD, depression) (Gallo et al., 2004; Voss et al., 2004)
• Yet, among employees with poorest quality of work mental health is getting significantly worse over time than in the case among unemployed people (Butterworth et al., 2011)
Some recent findings
Reduced fatigue and depression is associated with retirement event (GAZEL-study)
Source: Westerlund H et al (2010) BMJ 341:c6149.
Source: Siegrist J., Wahrendorf M. (2011) in: The Individual and the Welfare State (ed. A. Börsch-Supan et al.) Springer Heidelberg
Macro indicators of national labour and social policies and mean level of work-stress in 13 European countries
(SHARE study)
Macro indicator: Percentage of workers participating in further education
Effort-reward ratio (country) and women‘s employment rate (18 countries study)
Source: unpublished findings T. Lunau, N. Dragano, J. Siegrist (2012)
Key messages • Good work is good for everyone – not necessarily any
type of work
• It is not enough to devise public policies to keep people longer in employment, if both policymakers and businesses do not prioritize the development of a working environment that is conducive to longer and healthier working lives
• Strong case for the link between psychosocial risk management and the sustainability of both businesses and society
• Source: Langenhan, Leka & Jain, Safety & Health at Work, forthcoming 2013
Policy framework (in Europe as an example)
• EC Council Directive 89/391/EEC
• Framework agreement on work-related stress (European Social partners, 2004)
• Framework agreement on harassment and violence at work (2007)
• National initiatives: e.g. Management Standards for Work-related Stress (HSE, 2004) – adapted in Italy 2010
Other examples of initiatives • EU-OSHA (European week for Work-related stress,
2002 and forthcoming campaign on Practical solutions for psychosocial risks, 2014-15)
• European Pact for Mental Health (2006)
• BSI, PAS 1010 (2011): first guidance standard on the management of psychosocial risks in the workplace
• Senior Labour Inspectors Committee (SLIC, 2012) campaign on psychosocial risks
• New Canadian national standard on psychological health and safety in the workplace (2013)
WHO HW Process Model
What do employers do?
Forecasting Work Design Organisation
and Management
[Sources]
Employee Behaviours
− Health and Wellness − Safety
− Ill health − Absenteeism − Presenteeism − Turnover − Accidents/Near
Misses [Outcomes]
• Only about 50% of companies inform employees on psychosocial risks or implement interventions
• 44% of all enterprises had used information or support from external sources on how to deal with psychosocial risks
• Of these enterprises, 38% reported that they need additional information or support in three key areas: how to conduct psychosocial risk assessments, how to design and implement preventive measures, and how to deal with violence, harassment or stress
• These 3 key areas were also reported by enterprises that had not used information or support from external sources on how to deal with psychosocial risks
• No major variations by country, sector or size
Key enterprise needs (ESENER, EU-OSHA)
PRIMA-EF • Developing an Excellence Framework for
Psychosocial Risk Management
• 6 partners: I-WHO (lead), BAuA, ISPESL, TNO, CIOP, FIOH
• 2 international organisations (WHO, ILO)
• 10 advisory organisations: DG-Employment, DG-SANCO, EU-OSHA, Eurofound, ICOH-WOPS, EAOHP, ETUC, ETUI, ETUI-REHS, BUSINESSEUROPE, UEAPME,CEEP, UNIZO
© PRIMA-ef Consortium
A note on the concept of risk
• The concept of risk has changed over time • Risk has been conceptualized differently in
different contexts but increasingly complex • ISO 31000: risk as an “effect of uncertainty on
objectives” • Conceptual shift from traditional definitions,
acknowledging both the potential upside and downside impact of risk on objectives
• However, in health and safety risk is traditionally conceptualized in a negative manner: perception?
Risk Management • Identification, assessment, and prioritization of risks •
• Minimizing, monitoring and controlling the likelihood and consequences of risks occurring, whilst realizing opportunities
• Strategic risk management: managing risks “that could inhibit an organization’s ability to achieve its strategic objectives with the ultimate goal of creating and protecting stakeholder value”
• Stakeholders include shareholders, but also employees, and society at large
PRIMA-EF Enterprise Model
PRODUCTION Design, development and operation of work and production
Risk Assessment and Audit
Translation/Action Plans
Risk Reduction (Interventions) Programmes
Organisational Learning
Evaluation
Innovation
Productivity & Quality
Quality of Work
Workers’ Health
Societal Outcomes
Management and organisation of work processes Outcomes
PRIMA-EF Outputs • PRIMA-EF guidance sheets,
book and guide
• WHO PRIMA-EF guide now available in 12 languages (English, French, German, Italian, Spanish, Finnish, Portuguese, Dutch, Polish, Greek, Japanese, Chinese)
• PRIMA – eTraining • www.prima-ef.org
PRIMAeT Background • Supports the implementation of
Publicly Available Specification (PAS) 1010, the new first guidance standard on the management of psychosocial risks in the workplace that has been published by the British Standards Institution (BSI) and has been developed by the PRIMA-EF Consortium in collaboration with BSI, EU-OSHA, WHO, HSE, ETUC, EEF
• PAS1010 has been written so that it compliments all existing occupational health and safety management systems
• WHO Audit tools for developing Healthy Workplaces
• 2 versions: for SMEs and LSEs
• Key indicators to achieve good practice according to WHO process model across all areas of influence
Fit with forthcoming WHO Healthy Workplace Audit tool
Key messages • Psychosocial risks underpin every business activity
– so here to stay!
• All organisations engage in enterprise risk management in different areas of business activity
• A shift in culture towards recognizing the duality of the concept of risk is needed – risk encompassing both potential threats and opportunities
• Risk management can be powerful dynamic positive tool in achieving organisational outcomes and developing healthy workplaces
Thank you!
Stavroula.Leka@nottingham.ac.uk
www.nottingham.ac.uk/iwho www.prima-ef.org
www.prima-ef.org/primaet.html
© PRIMA-ef Consortium
top related