Promoting Workplace Well-Being David Craigie Chartered Psychologist supporting

 The importance of workplace well-being  Risk factors for stress at work  Developing resilience – what can I do?  Promoting positive management Overview

 In 2009/10, an estimated 9.8 million working days were lost through work-related stress  On average, each person suffering from work-related stress took an estimated 22.6 days off in 2009/10  The importance of early intervention  "The adverse reaction people have to excessive pressures or other types of demand placed on them" Source: What does well-being have to do with work?

The Health and Safety Executive identifies 6 areas of risk for stress at work (Management Standards – 2004 research).  Demands including workload, work patterns and the work environment  Control how much say the person has in the way they do their work  Support including the encouragement, sponsorship and resources provided by the organisation, linemanagement and colleagues Risk factors in the workplace:

 Relationships including promoting positive working to avoid conflict and dealing with unacceptablebehaviour  Role whether people understand their role within the organisation and whether the organisation ensures that they do not have conflicting roles  Change how organisational change (large or small) is managed and communicated in the organisation Risk factors in the workplace (continued):

 Be self aware  Listen to those around you  Think holistically  Be pro-active rather than re-active  Don’t neglect physical health Developing Resilience – what can I do?

 Demands Try to plan ahead, delegate where possible, be aware of upcoming demands.  Control What aspects can I control?  Support Make use of available support. Ask for it when you need it, give it when you can. Tackling the risk factors on a personal level

 Relationships Invest in (healthy) relationships. Learnassertiveness and communication techniques.  Role Clarify your role and expectations.  Change Be aware of upcoming changes to prepare yourself. Read up available information and ask questions. Tackling the risk factors on a personal level

Conclusions so far…  There is no “silver bullet”!  We are not isolated individuals, but part of a network of people – we can help one another and learn to help ourselves also.

Promoting Positive Management  Managers are in a very important position within organisations  “Gatekeepers” to stress and can help well-being of others  We need to look after our managers too!  New research/directions: focusing more on “well-being” and “resilience”, than on “stress”

Recent research findings Research supported by HSE, CIPD & Investors in People  Phase A (2007) – development of a management competency framework  Phase B (2008) – evaluate usability, design measurement tool  Phase C – review of interventions Acknowledgment – Emma Donaldson Fielder, C.Psychol

Management Competencies 4 key categories  Management Style  Leadership, planning, empowering  Awareness of the individual  Situation management

Management Style Competency details: Having Integrity  Being respectful and responsible Managing Emotions  Behaving consistently and calmly Considerate Approach  Thoughtful in managing others and delegating

Leadership, Planning and Empowering Competency details: Pro-active work management  Monitoring and reviewing existing work, allowing future prioritising and planning Problem solving  Deals with problems promptly, rationally and responsibly Participative/Empowering  Consults with team/listens, provides direction, autonomy and development opportunities

Situational Management Competency details: Managing Conflict  Dealing fairly and promptly Use of organisational resources  Seeks advice when necessary (HR etc.) Taking responsibility for resolving issues  Supportive and responsible approach

Awareness of the Individual within the team Competency details: Personally accessible  Available Sociable  Relaxed approach, appropriate use of humour Empathic engagement  Seeks to understand individual in terms of motivation, point of view and life outside of work

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