2. Are happy employees safe employees? Rick Spencer Leadership Team Member Omega Health Systems Thousand Oaks, CA USA

3. Agenda What do happy employees look like? Are happy employees safer? How can we increase the amount of happy employees in the workplace? Strategies and Case Studies of results achieved via management standards

4. Happiness Pleasure Joy Contentment VS. Misery Delight Satisfaction

6. What does happiness in the workplace look like?

7. Employee Engagement Engagement occurs when employees are: (1)fully present and physically committed; (2)emotionally energized and forming meaningful connections to customers and co-workers; (3)believing their work has value; and (4)truly focused on their task and their role. Engagement has been linked to customer satisfaction, employee retention, productivity and bottom-line profitability... and, yes, sustaining a culture of safety excellence.

8. Gallup Research

10. Data provided by Gallup Inc.

11. Are happy employees safer employees?

14. This sounds like it may take a lot of effort. Can’t I just use the rubber bands and paper clips?

15. HSE Management Standard Approach The Management Standards approach has been developed by HSE to help reduce the levels of work-related stress reported by British workers. The overall aim is to bring about a reduction in the number of employees who go off sick, or who cannot perform well at work because of stress.

16. The Business Case Employee commitment to work Staff performance and productivity Attendance levels Staff recruitment and retention Customer satisfaction Organisational image and reputation Potential litigation

17. The Legal Case The Management Standards are guidance, however, employers already have duties: Under the Management of Health and Safety at Work Regulations 1999: To assess the risk of stress-related ill health arising from work activities. Under the Health and Safety at Work etc Act 1974: To take measures to control that risk.

18. Understanding the Management Standards The six areas are: Demands: workload, work patterns, and the work environment (I have the equipment and materials to do my job right) Control: How much say the person has in the way they do their work (At work, my opinions seem to count) Support: encouragement, sponsorship and resources provided by the organisation, line management and colleagues (In the last seven days I received recognition or praise for doing good work) Relationships: promoting positive working to avoid conflict and dealing with unacceptable behaviour (My associates are committed to doing quality work) Role: Whether people understand their role within the organisation and whether the organisation ensures that they do not have conflicting roles (I know what is expected of me at work) Change: How organisational change (large or small) is managed and communicated in the organisation (The mission or purpose of my organization makes me fell like my job is important)

19. Are you absolutely sure I can’t just use rubber bands and paper clips?

20. Getting Started Gaining senior management commitment Setting up a steering group (or other forum) Agreeing terms of reference for the Steering group Assigning roles and responsibilities

21. Setting up a Steering Group Who should be part of the steering group: Senior management Employee group representative Trade unions representative Health & safety manager Human resources Occupational Health Line management AN Other?

22. Steering Group – Key Roles Project Champion: Represents the project at Board level Updates the Board on progress Ensures the project is adequately resourced Day-to-day Champion: Takes the role of project manager Organises and facilitates meetings Documents decisions to provide an audit trail Keeps the project on schedule and on budget

23. Steering Group – key activities Project naming Project management Planning Resources Marketing / communications Monitoring progress Approval of action plans Generation and approval of management reports Any others?

24. Steering Group - Communication Methods of communication: Briefing groups Intranet Newsletters Notice boards Email!!! Individual memos and letters Newspapers Any others?

25. Steering Group What users have said: Vital to achieve 100% commitment from senior management and local management teams The ‘steering group’ are key; individuals who are keen to make a contribution and make the project work Steering group rules include egos left at the door! You need a team who can be mutually supportive Need a communication strategy, communication is vital Planning is absolutely critical Be pragmatic, all actions are agreed and are done.

26. Results Blackpool Fylde and Wyre NHS Foundation Trust Key successes: Almost 40 % reduction in cases of work-related stress, sickness absence has improved by over 10%, employee grievances reduced by 50% and disciplinary action reduced by 25%. North Lanarkshire Council – Housing and social work services - Social workers Include halving sickness absence in the Services, a better understanding of the problems that exist and improved communication to discuss these, better internal partnerships and a "positive and embedded health safety and wellbeing culture."

27. Embedding the Approach This is about making employee engagement part of everyday H&S management. How can this be achieved? Reviewing existing policies & procedures based on interventions Evaluating effectiveness of interventions on organisational performance Continuous improvement

28. Summary Elements of the Management Standards approach can be integrated with existing initiatives Existing data can be used within the approach, there is no requirement to run a new staff survey Focus groups, or other staff consultation, are a key component of the approach Employer, senior and line management need to buy into the approach and the delivery of the interventions The Management Standards themselves need to be embedded into every day custom and practice

29. Thank you for your attention! www.hse.gov.uk/stress/standard s Rick Spencer Rick.Spencer@ohs.us.com