Health, wellbeing and productivity

1
Health, well-being and productivity

• Professor Ivan Robertson
• Robertson Cooper Ltd
• Ashley Judd
• Lancashire Police

2
Sickness-Absence

• Working days lost per person per year (CIPD,
  2006)Professional 4-5Financial services -
  6-7Retailing 7-8Public sector 10National
  average 7 days lost per employee
• Average cost per employee of one day sick
  82Average cost per employee 7x82 574
• For 2,000 employees costs 2000x7x82
  pa Cost to organisation 1.1M

3
Employee turnover

• Frequency of turnover(CIPD, 2006)Private
  sector average 23Public sector average 13

• Employee turnoverAverage annual cost for each
  person who leaves 8,200 - 23,000 (CIPD,
  2006)For 2,000 employees costs
  2000x(13)x8,200 pa
• Cost to organisation 2.1M

4
Performance

• Business benefit of performance improvementWhat
  is it worth?If people are performing averagely,
  10 improvement in performance is worth 20-35 of
  salaryFor average salary of 25K - each 1
  improvement 500 - 875, per personFor 2,000
  employees 1M for each 1

5
Improving sickness-absence, performance or
employee retention

• Approaches used
• Sickness-absenceAttendance managementReturn to
  work schemes
• PerformancePerformance managementPay benefits
• Employee turnover/RecruitmentSelection
  assessment processesPay benefits

6
Well-being
7
Positive psychological well-being

• In the last three months at work have you felt
• (1, not at all) 5, very much)
• Inspired
• Alert
• Excited
• Enthusiastic
• Determined
• Happy
• Contented

8
Do differences in psychological well-being matter?

• Some studies
• Donald et al., (2005) almost a quarter (23) of
  variance in employee productivity (sample of
  16,000) is explained by - Psychological
  well-being- Perceived commitment of organisation
  to employee- Resources and communications
• Cropanzano and Wright (2001) Five year
  longitudinal study of psychological well-being
  and performance. Strong correlation between
  well-being and work performance
• Harter, Schmidt and Hayes (2002) Nearly 8,000
  separate business units in 36 companies
  engagement/well-being correlated with business
  unit performance (sickness-absence, customer
  satisfaction, productivity, employee turnover,
  etc)

9
Business case for well-being

• Customer satisfaction
• The satisfaction mirror
• Staff satisfaction
• Customer satisfaction
• one finding that does NOT give conflicting
  results
• (Bernhard et al., 2000)

• Recruitment and retention
• Sickness-absence
• Performance

10
Improving well-being

• Sense of purpose
• Resources Communication
• Control and autonomy
• Work Relationships
• Work Life Balance
• Work Overload
• Psychological well-being
• Engagement

Enabler Barriers
Assess and improve Enablers Barriers
11
Improving well-being
Measure baseline metrics
Conduct survey
Use results to guide action plan for improving
well-being
Re-measure baseline metrics
12
The ASSET Questionnaire

• Psychological well-being
• Engagement
• Motivation
• Effort
• Commitment to organisation
• Perceived commitment of organisation

• Sense of purpose
• Resources Communication
• Control and autonomy
• Work Relationships
• Work Life Balance
• Work Overload

Enablers Barriers

• Individual outcomes
• Organisational Citizenship
• Productivity
• Attachment

13
Enablers barriers

• Control(I am troubled that)I have little
  control over many aspects of my jobI am not
  involved in decisions affecting my jobMy ideas
  or suggestions about my job are not taken into
  accountI have little or no influence over my
  performance targets

14
Results Format
15
Some examples

• Typical cost of project 35K
• Somerset County CouncilSickness-absence down
  from 10.75 7.2 days per person(290 per
  person 17,000 employees - estimated benefits by
  Somerset Head of HR 1M)
• City of London PoliceProductivity ratings up by
  2(1,000 per person 650x1000 650,000)
• Lancashire Constabulary

16
The Lancashire Constabulary Experience

• Performance threats
• Attendance levels
• League tables
• HSE enforcement
• Perception of stress

17
Perceived stress threats

• Management perception of the hot spots
• Front line operational policing roles
• Communication (call centre) roles

18
Identify and engage partners

• Management perception of the hot spots
• HSE
• Police Authority
• Chief Officers
• Divisional Commanders
• OHSW
• HR Professionals
• Staff Associations
• Individuals

19
Quality of Working Life Survey

• Results
• Operational policing roles, not a concern
• Communications rooms, not a concern
• Hot spot areas in lower risk roles and in smaller
  numbers
• Further research required for identified specific
  ranks, locations and specialist departments
• Positive attitudes regarding the organisation
• Commitment to organisation
• Commitment to employee

20
Action Plan

• Tangible action plan developed in line with HSE
  Management Standards
• Targeted interventions (emerging hot spots)
• Targeted interventions (managers)
• Working time interventions
• Welfare support, clarified and tightened

21
Outcomes

• Tangible action plan developed in line with HSE
  Management Standards
• Police sickness reduced by 20 over 2 years
• Additional 30 officers available every day
• Positive internal perceptions
• Positive stakeholder perceptions
• Partnership with HSE strengthened
• Approach contributed to awards
• Public Servants of the Year Award
  2006
• BBC Healthy Work Place 2006