Presentation on theme: "Creating Resilient Employees in a Thriving Environment Kris Haugen Park Nicollet Health Services 2007 AWC Health Academy."— Presentation transcript:
Creating Resilient Employees in a Thriving Environment Kris Haugen Park Nicollet Health Services 2007 AWC Health Academy
Agenda The changing face of stress Resilience – Hardiness skills Workplace guidelines for long term success Helping employees cope immediately Wrap Up/Discussion
The Changing Face of Stress Stress statistics The pace of the world The pace of our workplaces
Stress Statistics 51% of employees felt fatigue and out of control on the job 50% missed 1-2 days per year due to stress 46% come to work 1-4 days per year too stressed to be effective CommPsych Poll
The Pace of the World Technology Consumerism and Marketing Multi-tasking Family Life Commuting
The Pace of the Workplace Technology The changing face of employees – turnover, demographics Market demands Justifying your job – from determining critical functions to outsourcing MORE WITH LESS
Reflection on Stress It is not necessarily the amount of stress people experience at work, but how quickly they recover from the effects that is important to their health and wellbeing. It is not necessarily the amount of stress people experience at work, but how quickly they recover from the effects that is important to their health and wellbeing. (Cropley and Purvis, 2004)
Why Resilience? We need to learn to not only survive, but thrive in this environment.
Definition of Resilience Resilience – from Latin “to leap back” Definition: The process and experience of being disrupted by change, opportunities, stressors and adversity, and, after introspection, accessing gifts and strengths to grow stronger through disruption. Journal of Health Ed, 1990
Resilient People Look for opportunities in problems Have a positive attitude Fight the victim mentality Find their power in every situation Overcome difficulties Learn from mistakes
Burnout Associated with: Older workers Unmarried Manual occupations High alcohol intake Overweight Physically inactive History of physical or mental illness
Creating a Resilient Workplace 1. Hardiness skills 2. Psychologically healthy work environment 3. Immediate coping skills and resources
1. Provide hardiness skills
Components of Hardiness Control – make decisions Commitment - involved Challenge – stress is positive
Individuals with Hardiness Skills Don’t give up easily under pressure Are ill less often Adapt to stress
Hardiness Results Managers with high hardiness and low stress – 35% fewer sick hours Managers with high hardiness and HIGH stress – 57% fewer sick hours
2. Create a Psychologically Healthy Workplace Guidelines from the American Psychological Association
Psychologically Healthy Workplaces have: Employee involvement Work-life balance Employee growth and development Health and safety Employee recognition
Employee Involvement Self-managed work teams Employee committees or task forces Continuous improvement teams Participative decision-making Employee suggestion forums, such as a suggestion box and monthly meetings
Work-Life Balance Flexible work Childcare assistance Eldercare benefits Personal financial resources Benefits for family members and domestic partners Flexible leave options beyond FMLA
Employee Growth and Development Continuing education Tuition reimbursement Career development or counseling Skills training Opportunities for promotion and internal career advancement Coaching, mentoring, and leadership development
Health and Safety Training and safeguards Health promotion programs Adequate health insurance Health screenings Access to health/fitness/recreation facilities Resources for life problems
Healthy Policies Seatbelt use in city vehicles No smoking in city vehicles Emergency procedures practiced Flexible work schedules Excessive OT discouraged Shift workers scheduled for adequate rest Absenteeism policy rewards no sick use Alcohol/drug policy on par with industry
Environmental Support Low sugar vending programs Workout/walking areas and showers Natural light Adjustable heating and ventilation Low noise levels Ergonomically correct furniture and equipment Stairs clean and well lit
Communication Provide feedback to management Have clear goals and actions of the organization and senior leadership Involve employees Use multiple communication channels Lead by example Communicate information to all about the outcomes and success of specific psychologically healthy workplace practices
Feedback to Management Employee surveys Town hall meetings Suggestion boxes Individual or small group meetings with managers Organizational culture that supports open, two-way communication
Clear Goals and Actions Making the goals and actions of the organization and senior leadership clear to workers Communicate key activities, issues and developments to employees Develop policies that facilitate transparency and openness.
Involve Employees Assess the needs of employees and involve them in the development and implementation of psychologically healthy workplace practices.
Use Multiple Communication Channels Use multiple channels to communicate the importance of a psychologically healthy workplace to employees Print and electronic orientation and trainings staff meetings public addresses
Lead by Example Encourage key organizational leaders to regularly participate in psychologically healthy workplace activities in visible ways
Communicate Information Communicate information about the outcomes and success of specific psychologically healthy workplace practices to all members of the organization.
3. Provide immediate coping skills and resources
Immediate Coping Skills Mindfulness meditation Relaxation techniques – deep breathing Yoga or Tai Chi Massage Food Laughter Problem-solving skills Sleep
More Coping Skills Cognitive Appreciation Positive Re-appraisal Imagery Smile when stressed Attitude management Heart Math or Freeze Frame techniques Positive psychology
Resources Employee Assistance Program Quiet or Serenity Room Places to walk Managers and HR staff with open door policies Flex time policies Training on communication skills, negotiation, dealing with difficult people, decision making
Park Nicollet – Case Study Committee – Resiliency think tank HR Director Benefits Manager Employee Health Director Employee Relations Director Two Change Management Leaders Training Manager Spiritual Care Manager Behavioral Health Services Director VP of Park Nicollet Institute – research arm Trainer – Resilience effort Health Promotion Manager
Efforts to Date Vision process: become employer of choice Data collection – HR, work comp, benefits, exit interview information Catharsis to talk as a group
Next Steps Five key statements Presentation to Executive Leadership Plan to promote and highlight current resources and efforts - website Work within current structures and opportunities to strengthen efforts Employee Relations training with managers Healthy Living stress management campaign Change Management group pilot Training and Development offerings
Discussion What more can we do to foster resilience in our employees? How can you enhance your personal resilience?
Remember: Engage employees Be transparent Help create stress awareness