A strategic approach to wellbeing and mental health in the workplace Ripple

It’s what she loves. She brings her ethical approach, drive and energy to play every day. In the past two years, Eileen has swapped her senior corporate FTSE 250 roles to help individuals and businesses to protect, improve and invest in mental wellbeing in and out of the workplace.

Ripple & Co is a team of highly skilled professionals who initiate and implement change within corporate organisations using an evidence-informed approach. The focus is on individual client needs and delivering tailored solutions to make the greatest impact and deliver business outcomes. The team bring a highly commercial view with a keen awareness of business priorities, risk management, corporate reputation and return on investment.

“A healthy workplace is one where employees and managers work together to protect and promote the health, safety and wellbeing and the sustainability of the business"

~ World Health Organisation

Introduction

The 5 key drivers of wellbeing

There are many overlapping factors which determine our wellbeing at work and all must be considered to develop a truly comprehensive and impactful strategy. The What Works Centre for Wellbeing have categorised them into I’ve main drivers, with associated themes and sub-themes.

How people experience these themes and sub themes, including the relationship with their line manager or their mental health, can all be identi􀂢ed and measured. This can help employers understand the range of employee experiences across the organisation and where improvements can be made.

Most important: Health and Relationships

Then: Purpose

Followed by: Security and Environment

All aspects of our health are important to our wellbeing - physical, mental and emotional health. Our work should enable this and can contribute to it.

Interpersonal relationships are the most important factor in job satisfaction, critically the relationship with our line manager. 70% of our motivation is influenced by our manager.

An organisation’s values and vision play a key role in engaging and motivating us. Not only do we need to believe in these values but also feel that we play a role in achieving the business’ vision.

Naturally, employers have a duty of care to keep us safe at work, but security also refers to our sense of financial security and if we feel our employment is secure. After all, so much of our wellbeing rests on our work – money, purpose, meaning, social interactions.

The physical space in which we work affects our wellbeing but so too does the cultural environment of a business and whether we feel it is a supportive, inclusive and an enabling place to work.

Introduction

Core elements of the strategy

At the heart of the strategy are three core elements which are interlinked and dependent on one another. They must also be present throughout the entire organisation yet contain su􀂠cient 􀂣exibility to adapt to the needs of individuals.

The only effective, long-lasting approach to employee wellbeing involves the whole business. To gain real bene􀂢t, wellbeing must be integrated throughout the organisation, embedded in its culture, values and management practices.

Six step process

When creating a wellbeing strategy both company and individual responsibility should be taken into account. The following six steps are intended to aid the development of a strategy that can result in an open, supportive work environment that enables employees to achieve optimum performance.

STEP ONE

Develop and conduct a wellbeing survey to assess current levels of wellbeing and possible causes of stress, low wellbeing or poor mental health both inside and outside the business. Enhanced evidence from interviews following the survey with a cross section of the employee base will give a fuller picture to draw out any common themes or issues.

This step will:

• Demonstrate the company’s commitment to employees’ wellbeing,

• particularly at a time of increased uncertainty and signi􀂢cant change

• Quantify levels of employee wellbeing across the business

• Find opportunities for improvement and adjustment using informed analysis against the key drivers of wellbeing

• Uncover vulnerable areas within the employee base that may need specific

• focus to increase wellbeing

• Enable senior management to objectively develop wellbeing goals in line with business strategy

• Provide an evidence base from which an intelligent, customised solution can be developed to meet exact needs and priorities

Outcome

Information on the prevalence of mental ill health and stress, problem hot spots, areas for improvement, employee concerns and attitudes, buy in from employees.

STEP TWO

Review the company's current processes, polices, metrics and data pertaining to wellbeing. This step also assesses to what extent any polices, processes or practices may be counter to a culture of openness and wellbeing.

Indeed policies and procedures, need to support a culture of wellbeing, particularly those concerned with recognition and reward, since a performance and pay structure focused solely on results may recognise behaviours that are counter to a culture of wellbeing.

Consider assets, activities and metrics that could be useful in strategy and programme development.

Outcome

Gaps in policy, support provision and uptake, existing training, absenteeism rates, turnover rate, wellbeing communications, frequency of mental health conversations and referrals from managers, missing metrics.

STEP THREE

According to a survey by Business in the Community , whilst 58% of board members feel their organisation does ‘very well’ in supporting employees with mental health issues, only 11% felt able to speak to their line manager and 62% of managers reported that they have had to put the interests of the organisation above their sta􀂟 wellbeing either sometimes, regularly or every day.

Attitudes alter down from leaders therefore it is essential that they demonstrate a clear focus on wellbeing both in their communications and importantly in their own actions and behaviours.

There are considerable differences between the actions of leaders from organisations with cultures that are deemed to be supportive, according to their own employees as reported by Accenture.

Of course, the more supportive a leader is, the more likely it is that they have a high level of EQ. The characteristics of a leader with a high level of EQ may include:

Since leaders significantly infuence employees’ engagement, which has a direct correlation to performance, their leadership style will ultimately a􀂟ect business success.

After studying 10,000 people in "follower" job roles between 2005 and 2008 a Gallup survey found that leaders who are perceived to be trustworthy and compassionate, and who offer stability and hope have a significant impact on their employees. For example, when followers trust their leaders, one in two are engaged. When followers don't find leaders trustworthy, only one in 12 are engaged at work.

In addition, followers expect compassion and "general positive energy" from leaders. More locally, when followers were asked if their "supervisor or someone at work" cared about them, they were signi􀂢cantly more likely to stay with companies, have much more engaged customers, were substantially more productive and were more pro􀂢table to their employers.

Employees need to feel their jobs are stable for them to do their best work. In fact, followers are nine times more likely to be engaged in their jobs if they feel the company's 􀂢nancial future is secure.

The most powerful question Gallup asked followers was about hope -- 69% who strongly agreed that their leaders made them "feel enthusiastic about the future" were engaged. Only 1% of those who disagreed with the statement were engaged.

It was following this study that the authors of the research identified four key areas of focus:

• excitement: about hope: a better future

• trust: belief that words will connect with actions

• compassion: an understanding of others (of how they feel, what is on their mind, knowing you are listening)

• Stability: employees want to know some things will be consistent, even in times of immense change

Interventions

STEP FOUR

Wellbeing needs di􀂟er greatly across the lifespan and across demographics and culture, which should be re􀂣ected in the choice of interventions. Determine which are the most appropriate interventions to implement based on the wellbeing issues identi􀂢ed in the audit.

Interventions should also be evidence-informed using subject matter specialists.

For example:

Leadership development to enable appropriate leadership styles and behaviours which support a culture of wellbeing

Training mental health first aiders / wellbeing champions to be a proactive company resource, and subsequently supporting them in this critical role

Training line managers to increase awareness, knowledge, skills and coincidence (often the first to spot the signs of mental ill health and poor wellbeing) as well as instrumental in affecting individuals’ wellbeing

All employee awareness to reduce stigma and discrimination and encourage an open culture

Tools to empower individuals to protect their own wellbeing and recognise the need to make adjustments

Tailored approach to support different lifestyle changes e.g. a water company offers free access to Slimming World and hypnotherapy to give up smoking, a contact centre offers financial planning and budgeting courses, another company has introduced flexible working and a phased return to work scheme for new parents

As much as leaders are crucial to developing and supporting a wellbeing culture, for many, the most pivotal role of all is the manager. We know from the five key drivers of wellbeing that relationships are a key element. Oxford Research Centre has further emphasised this in their 2018 study when their results ranked interpersonal relationships as the most signi􀂢cant driver of job satisfaction .

This included team dynamics, working relationships, colleagues and arguably the most important, the line manager.

The Squeezed Middle Manager

The role line managers play in promoting positive employee wellbeing cannot be underestimated – it is crucial. However, they themselves are also experiencing significant and increasing pressure on their own wellbeing as they are responsible for delivering business objectives at the same time as supporting the wellbeing of employees.

A report by the Chartered Management Institute [5] found that:

• More managers are experiencing stress-related ill-health and symptoms of psychological ill-health

• Three in five managers are concerned about the impact of longer working hours on their stress levels

• Over half of managers are concerned about the impact of longer working hours on their psychological health

• The average manager works an extra 46 days each year

• 63% of parents who are managers are worried about the impact their working hours have on relationships with their children

It is vital therefore that line managers therefore are a key focus in any wellbeing strategy so that they receive the best possible support to help them manage these responsibilities effectively. The report also highlights the evidence for empowering line managers to make a greater positive impact on employee wellbeing.

In their January 2020 report Deloitte identi􀂢ed line managers as a key audience for training. They also found that training-based interventions gave the highest ROI of all interventions tested (10.8:1)

• On average employers obtain a return of £5 for every £1 invested in wellbeing

• However, there is a wide spread of returns from 0.4:1 all the way up to 11:1

• The difference can be attributed to preventative versus reactive

Interventions that achieve higher returns tend to have the following characteristics:

• Organisation-wide culture change and initiatives supporting large numbers of employees.

• Broad programmes focused on or designed to build employee including:

  • prevention

  • resilience

  • health risk appraisal

  • tailored portal access and support

  • fortnightly emails

  • stress management

  • overall health seminars

• , Line manager workshops wellbeing coaching

• Promoting mental health awareness in the workplace

The What Works Centre for Wellbeing also found that interventions directed at encouraging a healthy lifestyle can improve self-reported health, productivity and reduce absence.

STEP FIVE

One way to measure wellbeing is using objective measures. These look at visible factors – how someone’s life looks from the outside. You can’t predict wellbeing from just one objective factor – you need to consider several to get the right balance.

Objective measures are useful, but they only tell part of the story. To measure overall wellbeing, you need to think outside the statistics to get a more rounded picture of people’s lives.

e.g. someone who gets a dangerous, unstable or unsatisfying job won’t be counted in unemployment statistics, but might still feel anxious about their future or unfulfilled about their work – the same or worse than they felt before they got the job.

This is where subjective measures come in. One of the best ways to measure wellbeing is by using subjective measures. This is about asking people to give their own perception of their life, like:

• how they feel day-to-day and overall

• how they function

• whether they feel their needs are being met.

Subjective measures ask people directly how they’re doing. This means people decide what makes the di􀂟erence to them and how they judge their life.

In step five therefore, try to use subjective measures alongside objective measures. Analysing the results together will uncover what is really important to how people feel and function.

STEP SIX

Review / sustain / refine

A robust process of measuring results will support the analysis of what is working and what needs to be re􀂢ned. Given that only 24% of workers participate in wellbeing programmes at their companies and just 12% say they help wellbeing, not only is it important to start the strategic process with step one – the survey – to develop a bespoke programme, but also to build in the

Final step of reviewing, re􀂢ning and sustaining. A regular survey will also support analysis as well as identify changing needs. Mental health and wellbeing are 􀂣uid and are in a constant state of change.

Sustaining a programme avoids the feeling of initiative and communicates a clear message of a company’s commitment to the wellbeing of employees. The What Works Centre for Wellbeing has also found that sustained interventions over a period of time will have a greater impact on employees’ learning and wellbeing. Learning is a continual process that goes far beyond simply gaining new knowledge. It is through the knowledge transfer that attitudes start to change and new behaviours are adopted, and ultimately cultures are transformed.

Examples of sustained interventions might include:

• Network of wellbeing champions who regularly communicate / host events promoting wellbeing.

• Formal and informal support services e.g. EAP, self-access wellbeing resources

• Regular learning sessions on di􀂟erent topics of wellbeing to encourage selfcare

• Longer wellbeing evidence-based programmes – mindfulness, resilience training

Key Characteristics of successful implementation

The six step system is a logical process to follow when developing the strategy.

The content and method of delivery of those strategies will have the greatest impact and ROI if they are able to incorporate the following characteristics:

Accessibility – access to services anytime, anywhere

Digital tools provide freedom and 􀂣exibility to employees, and increase uptake, utilisation, and ongoing engagement

Data – generate insights to in􀂣uence wider strategy

Consider measurement of uptake, engagement, outcomes, improvements rather than simply negative metrics such as absenteeism, sta􀂟 turnover

Training – to raise awareness and reduce stigma organisation-wide

Equip everyone to recognise the signs of common mental health problems and include practical guidance on supporting others

Measurement – empower employees to measure and manage their own wellbeing, to thus be able to identify triggers and make informed choices

Variety– cater to a diverse range of needs and preferences

Our wellbeing is a fluid state throughout our lives, depending on a wide range of factors and life stages. Variety and choice are key to suiting everyone’s different needs, as well as how information is presented – text, audio, video, in person.

Credibility - – evidence-informed and designed by experts.

Research has shown that only a small proportion of the thousands of mental health applications are backed by clinical evidence. Subject matter specialists can ensure that services, resources and support being provided will have the impact and deliver the bene􀂢t they claim. Do not want misinformation or even worse unintentional harm

Tone - use aspiration and engaging messaging.

Mental health as a brand has su􀂟ered from the perception that it is synonymous with mental ill health – with struggling and hopelessness. Mental health exists on spectrums: from surviving to thriving; disengaged to engaged. Using the right terminology and tone can have a signi􀂢cant impact on perception. Using inclusive terms such as coping, calmness, happiness. And imagery too should convey positivity, not doom and gloom.

Visibility- combine a top-down and bottom-up approach

Sharing stories and de-stigmatising the topic of mental health had a significant impact on awareness, perception and engagement. Our ability to connect or empathise with someone else’s story is very powerful. Senior leaders, in particular, who share their stories are creating an important culture of openness and vulnerability.

Plus - programmes should be de􀂢ned by an , not just key dates in the national calendar like Mental Health Awareness week.

Signposting - being able to access the right care at the right time is critical for future wellbeing and recovery. An early intervention is the most effective intervention.

Legislation

Legislation and an employer’s duty of care

Surveillance falls within the wider risk control and management cycle in which organisations are required to undertake key 􀂢ve activities . The Health and

Safety Executive (HSE) has also identi􀂢ed a number of psychosocial workplace hazards that are less extreme, including bullying, harassment and workplace stress.

Interest in psychological safety has recently grown dramatically in the popular media, especially since 2016 when The New York Times Magazine published an article about a four-year Google investigation that found psychological safety to be the single most important factor in high-performing teams.

HSE offer guidance on managing stress to prevent physical and psychological damage in their 􀂢ve step risk assessment.

In addition, employee engagement is seen as an index of willingness to put discretionary e􀂟ort into one’s work. Recent studies find that psychological safety, which includes speaking up, predicts worker engagement.

Psychological safety is fostered by trust in top management.

The Management of Health and Safety at Work (1999) legislation provides the necessary framework, with a speci􀂢c reference to the need for surveillance:

“Every employer shall ensure that his employees are provided with such health surveillance as is appropriate having regard to the risks to their health and safety which are identified by the assessment.”

A guide to psychological screening and surveillance in the workplace is also offered in an article by Occupational Health and Wellbeing.

Statutory reporting requirement

From January 2020, UK businesses that ful􀂢l 2 out of 3 of the following are required to submit an employee engagement statement[10]:

1. Turnover of more than £36m;

2. Balance sheet total of more than £18m;

3. More than 250 employees

The employee engagement statement must appear in the directors’ report and detail the following information:

How directors engaged with staff

How directors regarded employee interests when making business decisions

What impact has this had on company decisions

The opportunity for meaningful engagement:

• Gain insight on your people so you can gauge how everyone is feeling

• Build relevant action plans to help combat concerns, build on successes and create a healthy working environment

• Support the analysis and subsequently adapt a wellbeing initiative that fulfills workers’ needs

Business case

A business imperative

Wellbeing and productivity

At the same time data was also collected on attendance, call-to-sale conversion and customer satisfaction, along with the workers’ scheduled hours and breaks.

The results of the study found that there was a 13% increase in sales when there was a change between happy and unhappy employees, clearly demonstrating that performance is not determined by how long someone spends at work but rather about being more e􀂠cient and productive. Happy employees recorded less sick leave, less break-taking, more calls and higher conversion rates.

The study also found that those employees who recorded feeling happier displayed better results in dealing with complex sales, that is, the ones which required the use of greater amounts of emotional intelligence. Positive feelings activated the employees’ emotional skills and consequently their ability to deal with difficult calls such as the retention of customers.

Almost nothing has as great an impact on our wellbeing as employment. But evidence shows life satisfaction drops when we hit working age. Work provides us with so much – 􀂢nancial security, relationships, purpose, structure – and yet it can have such a negative impact.

Businesses invest resource and e􀂟ort in trying to reverse this trend in part through the implementation of wellbeing programmes. But Gallup found that though 85% of US businesses with more than 1,000 people o􀂟er a wellbeing programme, only 60% of their employees even know about them and only 40% of those aware of it, actually 5 participate.

Positive emotions: experiencing happiness, joy, interest, contentment

Developing an effective, evidence-informed strategy that addresses all drivers of wellbeing will ensure any investment made in improving wellbeing is well spent.

• Resilience: being able to manage the stresses of daily life

Not only will these employees be more productive but also, those that believe their employer is looking out for them and cares about their wellbeing will be more engaged, loyal to the business and more likely to remain with that employer.

• Optimism: having a positive attitude about the future, feeling hopeful

Since wellbeing is a critical element in productivity, there is a very real business case for investment in this area. Employees with good wellbeing will experience some, or perhaps even all, of the following:

• Self-esteem: feeling positive about yourself

• Positive relationships: having people you care for, and care for you

• feeling Vitality: mentally energised

• Engagement: taking an interest in most activities, being actively involved

• Meaning: the sense that what you do is valuable and worthwhile

• Competence: feeling you are a capable person, having a sense of accomplishment

• Emotional stability: feeling calm and able to manage emotions

• Resilience: being able to manage the stresses of daily life

Not only will these employees be more productive but also, those that believe their employer is looking out for them and cares about their wellbeing will be more engaged, loyal to the business and more likely to remain with that employer.

• Optimism: having a positive attitude about the future, feeling hopeful

Since wellbeing is a critical element in productivity, there is a very real business case for investment in this area. Employees with good wellbeing will experience some, or perhaps even all, of the following:

Despite this, the same survey by Gallup in March 2020 however found that less than half of employees feel their company does care for their wellbeing and most said that “their job is detrimental to their overall wellbeing”

We know that work, and the quality of the work that we do, has an important impact on our wellbeing. Being employed is good for our wellbeing. Being in a ‘good’ job is even better for us. Looking within the workplace itself, and in response to the Taylor review of modern working practices [ ], the UK government have identi􀂢ed 􀂢ve principle’s which underpin the quality of work, which are to be measured in order to progress the UK ambition for good jobs for all. These principles are:

• overall worker satisfaction

• good pay

• participation and progression

• wellbeing, safety and security

• voice and autonomy

Having higher levels of wellbeing is not just good for us as individuals and employers. Ptential bene􀂢ts to employers who choose to invest in employee wellbeing include:

• reduced sta􀂟 turnover

• reduced costs of absenteeism and presenteeism due to ill health

• higher creativity

• better performance

CONCLUSION

Whilst there is no quick fix to achieving wellbeing in the workplace, a strategic approach does not need to be complicated. A well thought out strategy that seeks to engage the entire workforce and become part of the organisation’s fabric can deliver a multitude of business bene􀂢ts, increase individual resilience and future proof your business. The business case for investment is solid. Acting now will ensure that your business and employees will thrive in the uncertain times ahead.