work & wellbeing
TRANSCRIPT
Work & WellbeingLeadership essentials for fostering thriving teams & organisations
MBA Masterclass | Commencing 26th August 2020
Proudly delivered by: Proudly supported by:
Introducing
Wellness
Designs
5
Meet your
facilitators
Katrina Walton, Director, Wellness Designs
Audrey McGibbon, Psychologist & Founder,
GLWS Wellbeing
Andrew Stock, Director, EnMasse Asia
Masterclass Outline4 week webinar series
Healthy, Wealthy & Wise: The business case for investing
In wellbeing at work
Katrina Walton, Director,
Wellness Designs
Week 1
Wellbeing as a leadershipcapability
Audrey McGibbon, Psychologist and CEO
GLWS Wellbeing
Week 3
Understanding & managing Mental Health
Issues in your people
Andrew Stock, Director,
EnMasse Asia
Week 4Week 2
The Wellness Edge: 6 steps for developing an employee wellbeing strategy that works
Katrina Walton, Director,
Wellness Designs
7
Learning objectives
Participants will walk away with:
The business imperative for investing in wellbeing
at work
Personal wellbeing as a critical foundation
for effective & sustainable leadership
How to foster a mentally healthy
workplace & support employees with mental
health issues
Leaders as change agents for thriving
workplace & culture
A 6 step framework for developing a results-oriented
strategy
• Free 30 minute virtual Wellness Discovery
session with leader and/or key stakeholders
• 2 months initial free access to The Hub –
Australasia’s first knowledge centre for wellness at
work (value $98+GST + 20% discount ongoing)
Post
Masterclass
support
Australasia’s first knowledge centre for workplace wellness
Introducing The Hub
For further information: www.wellnesswiseacademy.com.au/join
Workplace Scanning Exercise
Purpose: To undertake an initial
assessment of organisational readiness ,
key drivers, existing strategies and
workforce wellbeing needs
A quick
look at your
assessment
Completion of workplace scanning template
Key organisational and industry drivers,
priorities, current status of health and
wellbeing strategy (2-3 pages)
3 x 15-20 min stakeholder interviews (recommended)
To provide insights for completion of above
workplace scanning exercise, undertaken with
HR, Safety and/or employee representatives.
Refer sample questions provided.
Week 1
Healthy, Wealthy & Wise: the business
case for investing in wellbeing at work
Session Outline
Welcome PART 1 – What is workplace wellbeing?
PART 2 – Why wellbeing at work?
PART 3 - How to create a strategy which gets results
PART 4 - Leaders as change agents
Part 1: What is wellbeing
at work?
Definition of a healthy workplace
“…provides all members of the workforce with physical, psychological, social
and organisational conditions that protect and promote health and safety. It
enables managers and workers to increase control over their own health and to
improve it, and to become more energetic, positive and contented.
World Health Organisation (2010)
Good work is ultimately good for you
For most people their work is a ‘..key determinant of self-worth, family
esteem, identity and standing within the community, besides of course
material progress, and a means of social participation and fulfilment
Dame Carol Black (2008)
Part 2: Why
wellbeing at
work?
Why wellbeing at work?
Right thing to do Legal thing to do Smart thing to do
Health behaviours (e.g. smoking, poor
nutrition)
Health Outcomes (e.g. obesity,
chronic disease)
WHS performance (e.g. incidents, workers comp
claims)
Employee Outcomes
(e.g. work life dissatisfaction, poor wellbeing, early retirement)
Business Outcomes
(e.g. productivity loss, absenteeism, increased premiums)
Work Related Factors
(e.g. work demands, organisation, working hours)
Pers
on
al
Rela
ted
Facto
rs
(e.g
. life
style
fact
ors
, fa
mily/g
rou
p
netw
ork
, so
cio
eco
no
mic
sta
tus)
Adapted from: Workplace Health and Safety Queensland (2011) Cost of Workplace Incidents in Queensland: 2009-10 Update, Accessed: http://www.deir.qld.gov.au
Thirdly, it’s the smart thing to do….
“Staff health and wellbeing is not just the responsibility of
occupational health departments or wellbeing advisors –
it is the responsibility of every single member of staff”
Source: NHS (U.K.) Health & Wellbeing Review Interim Report, 2009
Top
strategic
objectives
for wellness
programs –
by region
All regions Asia Australia/NZ Europe Latin America United States
/ Canada
1. Improving
engagement /
morale
1. Improving
engagement /
morale
1. Improving
engagement /
morale
1. Improving
engagement /
morale
1. Improving
performance &
productivity
1. Reducing
health care or
insurance costs
2. Improving
performance &
productivity
1. Improving
performance &
productivity
1. Improving
performance &
productivity
2. Improving
performance &
productivity
2. Improving
engagement /
morale
2. Improving
engagement /
morale
3. Attracting &
retaining
employees
3. Improving
engagement /
morale
1. Attracting &
retaining
employees
3. Attracting &
retaining
employees
3. Furthering
organisational
values/mission
3. Improving
performance &
productivity
4. Reducing
health care or
insurance costs
4. Maintaining
workability
1. Improving
workplace
safety
4. Maintaining
workability
4. Promoting
corporate
image / brand
4. Enhancing
total rewards
Source: Buck Consultants (2018) Working Well: a global survey of workplace wellbeing strategies
The State of Wellbeing in Australia
AHRI & The Wellbeing Lab Report 2020 (#1019 respondents)
of workers felt levels of struggle had increased
81%
anxious about economy
82%
uncertain about actions to take at work
76%91%
anxious about impact of COVID-19
29
Source: AHRI (2020) Impact of COVID-19 on the Australian HR Community: Pulse Survey Results, #1170 respondents
T The changing
employee
landscape
The future of
work“.. New technologies & ways of working
will introduce new challenges for work
health & safety (WHS) & workers’
compensation, but also have the potential
to make work safer & reduce workplace
injury over the next 20 years”
Source: CSIRO & Safe Work Australia (2016) Workplace Safety Futures Report
6 megatrends shaping the workplace environment
Source: Horton J, Cameron A, Devaraj D, Hanson RT, Hajkowicz SA] (2018) Workplace Safety Futures: The impact of emerging technologies and platforms on work health and safety
and workers’ compensation over the next 20 years. CSIRO,
Employees are
looking for
employers who:
1. Understand their needs
2. Provide benefits that offer more choice &
flexibility
3. Support their physical, social, financial &
emotional wellbeing
For employers who get it right ‘there is a
significant payoff on the other side’
Source: Willis Towers Watson (2017). 2017 Global Benefits Attitudes Survey: The employee voice: more
security, more flexibility, more choice.
What workers would sacrifice for better wellbeing at work
2017 Reventure & McCrindle survey of 1,005 employed Australians
A pay rise
57%
Company perks
21% 25%
A promotion
38
The cost of
poor mental
health
Cost to Australian business
$10.9b
$2.30Average return for every $ invested
Source: Pricewaterhouse Coopers (2014) Creating a mentally healthy workplace – return on investment analysis
PLUS, typical time off work for a mental disorder claim is 15.7
weeks, 3x higher than for all other compensation claims
Available: www.safeworkaustralia.org.au
Workers Compensation Costs
Short / Long-Term Disability
Injury rates
EAP utilisation
Hidden Costs & Impact of Poor Health/Wellness
Lost productivity / presenteeism
Absenteeism
Employee & Customer
Dissatisfaction
Turnover
Replacement training
Recruitment costs
Subpar Quality
Temporary staffing
Administrative
Ageing workforce
Low morale
Dir
ect
Co
sts
Ind
irect
Co
sts
Healthy employees =
a healthy business
The value proposition
Sources:
Mercer (2009) Health & Wellbeing of NHS (U.K.) Staff – A Benefit Evaluation Model
NHS Health & Wellbeing Review (U.K.), Final Report, November 2009
Workplace Health Association of Australia (2015) Best Practice Guidelines for Workplace Health
employee engagement &
morale
attraction & retention of staff
customer satisfaction
productivity
workability
creativity & innovation
company image
bottom line
absenteeism
presenteeism (health-related
work impairment)
workplace injury & workers
compensation costs
risk associated with ageing
workforce
Imp
rove
Red
uce
• Global wellness market grew 12.8% in the last two years
(from $3.7 trillion $4.2 trillion.
• Estimated 4.8% growth annually in the workplace wellness
industry (up from $43.3 billion to $47.5 billion).
• Conclusion: workplace market is still very small when
compared to the economic burden of an unwell workforce
(estimated at 10-15% of global economic output)
A trillion dollar industry
“We have to move from illness to wellness. Businesses will have to invest in wellness. There is no choice. It’s not philanthropy. It’s
enlightened self-interest.”
~Shrinivas M. Shanbhag, Medical Adviser, Reliance Industries, India
Source: Workplace Wellness in Australia, Price Waterhouse Coopers (2010)
Part 3: How to create a wellness
strategy that gets results
Common Mistakesand how to avoid them
# 1: They fail to convince the C-
suite
#2: They totally miss the mark
#3: They adopt a scattergun or tick the box approach
#4: They are looking for a “quick fix”
#5: They don’t build capability in-house to drive the strategy
#6: They fail to measure the impact
& value on investment
“When wellness is not a strategic focus or
core value…, wellness initiatives are
conducted in isolation from the day-to-
day operating environment of work; they
are merely a ‘band-aid solution’ and do
not address the root of the problems”
Global Wellness Institute (2016) Future of Work report
“…Australian employers are becoming more
structured in their approach to work
health…However, key to continued success
for these organisations will be to ensure
adequate human and financial resources
are allocated to effectively implement and
evaluate the business strategy.”
The value of
investment
Voted in Top 10 best jobs in Australia for
desirability and growth ‘driven by
corporates looking to bring wellbeing for
workers into focus’.
The rise of the
Chief Wellbeing
Officer?
6 step
Wellness
Blueprint™
framework
An integrated approach
Integrated health & wellness management
Policy Environment Culture Individual
Definition:
“Wellness is an active process
through which people become aware
of, and make choices toward, a more
successful existence”
~ National Wellness Institute
Wellness
Web
Spiritual
Financial
Physical
Emotional
Social
Intellectual
Occupational
Environment
Source: Adapted from National Wellness Institute (U.S.) www.nationalwellness.org
Part 4: Leaders as
change agents
“The success of a leader is measured
not by what they achieve in their tenure
but by what they set in motion”
McCrindle, M. & Fell, A. Work & Wellbeing, 2020
Leaders as change agents – the 4 E’s
Enable Embed
Engage Embody
Leaders as change agents
More likely to report significant
improvement in employee health risks2
4.2 x
More likely to report significant reduction in
medical costs1
2.87 x2.5 x
More likely to participate in wellness offerings if employee perceives
expected by their colleagues or supervisor2
61
Sources:
1. Rongen et al (2014) BMC Public Health; 14: 573
2. Aldana et al (2012) J Occ Environ Med 54 (4) 414-9
"We value employees who live rich and
rounded lives. Our policy has always
allowed employees to work flexible hours,
as long as the work gets done with no
negative impacts on others. A serious surfer
doesn't plan to go surfing next Tuesday at
two o'clock. You go surfing when there are
waves and the tide and wind are right.”
Let people
go surfing
Selling the concept:
1. Determine organisational readiness
2. Calculate the costs of poor health and wellness
3. Review existing resources and facilities
4. Undertake internal/external benchmarking
5. Identify key stakeholders and seek their
support
6. Conduct a brief employee survey to determine
interest
7. Present a brief proposal to key stakeholders
8. Follow-up with a face-to-face discussion
Demonstrating the
business case
“When you put the right thing with the
smart thing it equals the wise thing”
Learning objectives
• What wellbeing is from a leaders’ perspective and why it is
critical for sustainable productivity and business performance
• Advanced concepts, knowledge and ideas that will enable you
to lead the development of your organisation’s approach to
empowering individuals, teams and businesses
• How to analyse and address your organisation or team’s unique
wellbeing needs
• How to reflect on your own wellbeing and wellness shadow as a
leader
Week 2:
Audrey McGibbon Psychologist & Founder, GLWS Wellbeing
66
UI/UX Designer
Copywriter
Manager
Wellbeing
as a
leadership
capability
Further reading
www.wellnessdesigns.com.au