Building Organizational ResilienceWhat is it and what builds it ?

SUMESH.KSchool Of nursing &

MidwiferyCHMS

MAY 2016

WWhy Resilience?

We need to learn to not only survive, but

thrive in this environment.

hat ground rules can we agree on?

COST TO THE ECONOMY• 1 million people report sick every week• 3.000 of those will remain sick after 6 months• 2,400 of the those will not work again in the next 5 years• After 6 months sickness absence , fewer than 50% will

ever return to the work place• After 2 years on incapacity benefit an individual is more

likely to retire or die than return to work• 2.2 million people suffer work related ill health• 190 million working days lost due to absence• COST OF ECONOMY IS 17 BILLION POUNDS

British Standard, BS65000 (2014) defines…

Organisational resilience" as "ability of an organization to anticipate, prepare for, and respond and adapt to incremental change and sudden disruptions in order to survive and prosper."

What ground rules can we agree on?

• Resilient organisations strive to be prepared for the best, but also for the worst, quickly restoring business capabilities when faced with disruptions.

• Individuals in resilient organisations are attentive and aware that failure may occur and continuously search for mechanisms to improve the reliability of operations across the whole organisation.

Approaches to developing resilience: The Chartered Institute of Personnel

and Development (CIPD 2011) identifies four areas for consideration in the development of approaches.

Job design – resilience is dependent on the features of a person’s job role, that is, how demanding the person’s job is, how much control they have in their job, and what type of motivators or rewards (internal and external) are associated with a particular job.

Organizational culture and structure – the culture of the organization and way the organization adopts work processes and procedures are seen as central to resilience.

Leadership – emergent leadership (leadership from middle managers) and engaging, supportive leadership styles may heavily influence the ability of employees to be resilient to adverse events.

Systemic/external environments – the external environment and social relationships are seen to be key to resilience. Social and institutional support is seen as key at every level. Also, organizational resilience is seen as dependent on the resilience of stakeholders, competitors and the industry in which it operates.

Team care Team approach is an important

concept for organizational resilience as in today’s complex health care delivery systems, it is impossible for a single professional group to provide a continuum of people centered care and consultations. Instead, linkages and referrals are needed to achieve coordination and continuity of care.

Work environment• Organisations can support resilience by

ensuring a positive practice environment (PPE) that offers a safe and healthy workplace, opportunities for continuing education and professional development, access to necessary equipment and supplies, appropriate workloads and attractive working conditions (WHPA2008) ).

• Organisational culture to support effective team work, such as open communication, transparency, support, supervision and mentorship, are other elements of PPEs.hat ground rules can we agree on?

Risk management It is the assessment, analysis and

management of risks. It is simply recognising which events (hazards) may lead to harm in the future and minimising their likelihood (how often?) and consequence (how bad?).

Risk assessment seeks to answer four related Questions

What can go wrong? How often? How bad is it? Is there a need for action?• at ground rules can we agree on?

Bounce back ................

Our understanding of risk and resilience needs to be connected and new research in this field points to how a combined understanding of these elements will help us develop new insight into health disparities (Panter-Brick 2014).

Positive strategies to support the development of organisational resilience can result in significant individual and organisational benefits including improved productivity, improved well-being, and reduced absenteeism and turnover

Benefits to the Organization• Reduced costs associated with ill

health absenteeism & injury @ work• Retention of employees• Setting the standards for new people

for joining organization• Become an employer of choice• Decrease in short & long term sickness• A consistently high performing

workforce• Achievement of results , turnover &

profit

Bounce back ................

• What risks can you identify in your organisation?

• How would you prepare for these risks?

• What areas need to be strengthened to improve

• resilience of your organisation? • How could you address these?

Thanks for having me here today “Great minds discuss ideas;

average minds discuss events; small minds discuss people”-Eleanor Roosevelt