Dr Ian Kenvyn

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• Dr Ian Kenvyn
• Partnership category winner
• Foundation Degree Workplace Wellbeing.
• Leeds Trinity and All Saints and NHS Hull

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• By the end of the workshop participants will
  have
• Defined wellbeing and its relevance to the
  workplace
• Examined the local and regional drivers
• Considered the partnership/employer process
• Thought about applications and utility

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• Wellbeing complex and composite concept
• The subjective state of being healthy, happy,
  contented and satisfied with ones quality of
  life. It includes physical, material, social,
  emotional and activity dimensions. (Waddell and
  Burton 2006)
• Used by Dame Carol Black in Working for a
  healthier tomorrow 2008.

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• Origins and Inception.
• Wellbeing a recent term for a very old
  concept, ancient Greek, Galen, described a
  state-of-being that we could recognised as
  Wellbeing.
• Wanless Report on health of the nation, 2004.
  Drew distinction between health and treating
  illness.
• Leitch Report, UK skills gap, 2004. Need to
  consider the skills required in the 21st century
  labour market.
• Institute for Director and the CBI, 2006.
  Directors Guide to workplace wellbeing, which
  said

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• Workplace health and wellbeing is rising steadily
  up the agenda for British business as companies
  recognise the contribution made by a workforce
  that is fit and healthy. The evidence is building
  that concerted workplace health and wellness
  policies can bring about
• Lower absenteeism and costs associated with ill
  health
• Increased productivity and improved
  relationships with customers and suppliers
• Better staff morale
• Higher reputation as an employer and reduced
  staff turnover

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• The Business Case
• For every 1 spent on wellbeing interventions,
  the return is more the 4 (PWC)
• Productivity increases of up to 9 (IOD)
• Retention of staff - who have better morale (IOD)
• Improved relationships with customers and
  suppliers (IOD)
• such indicators can only add to the picture of
  good management, and will be increasingly seen as
  an important part of the overall corporate social
  responsibility agenda and the rise of interest in
  socially responsible investment. (IOD 2006)

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• RobertsonCooper have added detail
• For a business employing 2,000 people
• Employee Turnover
• National average 18
• Average annual cost for each person who leaves -
  7,750
• Potential cost to organisation 2.8million.
• Sickness/Absence
• National average working days lost/per/year 8.4
• Average cost per employee/sick day 78
• Total average cost 655
• Potential cost to organisation 1.3million

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• Performance Improvement
• If people performing averagely, 10 performance
  improvement is calculated to be worth 10-15 of
  salary (Schmidt Hunter 1982)
• UK average salary 24k
• Being conservative, if 10 increase in
  performance is take to be worth just 5 of salary
  equates to 1,250 per employee
• Potential gain is 2.5
• RoberstonCooper present these data as a table,
  thus

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• Local Drivers (Yorkshire and Humber) include
• On average people die at a younger age than
  elsewhere 1,800 more deaths per year under the
  age of 75 than elsewhere
• Health inequalities a baby boy born on Bradford
  today is almost 3 times more likely to die before
  his first birthday than one born in Hambleton
• Half the population in our region are smokers or
  ex-smokers, 10,000 people die from smoking
  related diseases each year
• Twenty-five percent of men and 24 of women were
  obese in 2003
• The region has the second highest number of
  vulnerable people in England who are judged to be
  in fuel poverty
• Source Regional Public Health Observatory

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• Leeds Trinity responds by
• Allocating senior staff time to develop the
  wellbeing concept
• Networking SHA, Yorkshire Forward, PCTs
• Breakthrough moment TRADES UNION, specifically
  UNISON.
• Contact with NHS Hull, informed development of an
  employer engagement responsive model for an
  appropriate qualification to upskill workplace
  wellbeing champions

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• May 2008 successful validation of Foundation
  Degree Arts (FdA) Workplace Wellbeing a
  national first.
• November 2008 recruitment of first cohort of FdA
  Workplace Wellbeing students at NHS Hull
• Second cohort recruitment ongoing for September
  2009 start

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• Partnership model includes
• Workplace Wellbeing Project Group, management and
  administration
• Workplace Wellbeing Board, strategic development
  and role in sector/city region
• Key characteristics of the FdA

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• Delivery in the workplace
• Work based learning
• Context to local conditions
• Designed to embed workplace wellbeing at
  operational and strategic level
• Integrates with existing programmes
• (such as working lives)

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• Utility
• Each module can be delivered as a unit of
  learning
• Has a CPD function
• Could integrate into other workplace education
  programmes

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• Group exercise.
• In your organisation how might workplace
  wellbeing be developed?
• Who would need to be on-side for the initiative
  to work?
• Bullet-point your ideas
• Discuss with your neighbour
• If not you, who?
• If not now, when?
• What are YOU going to DO?

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• At the outset the objectives were
• By the end of the workshop participants will
  have
• Defined wellbeing and its relevance to the
  workplace
• Examined the local and regional drivers
• Considered the partnership/employer process
• Thought about applications and utility

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• A closing thought Considering the workplace
  Walton, 2007, said, ..All working environments
  are likely to be toxic to some degree if so a
  key question revolves around how we prepare
  ourselves for such conditions and how we engage
  with them insightfully, constructively,
  purposefully, ethically and maturely..

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• Any Questions?