Indicators of a healthy workplace

11 Jun 19

Managers have a vital role to play in promoting day-to-day health and wellbeing at work and supporting a cultural shift that will benefit both individuals and the organisation, writes CIPFA’s Alison Sweeting. 

 

Even in the most traditional professions, health and wellbeing in the workplace is increasingly recognised as vital to both day-to-day productivity and career development. The first step to improving wellbeing at work comes from management – or, more specifically, how workflow is managed and how all employees (including managers) are supported in their roles day to day.

1. Line managers are confident and trained in people skills


Line managers should be the first port of call for members of staff experiencing wellbeing issues in the workplace. It is hugely important that managers are seen to understand the importance of personal wellbeing – staff must have confidence that they will be heard. 

However, not everyone will be comfortable broaching the issue of wellbeing in a professional context. Training on how to recognise signs of stress or anxiety, and how to broach the subject with sensitivity, will support early intervention. Such training will also support managers to identify and take action on their own triggers of stress.

2. Employees feel valued and involved in the organisation

Studies show that many people who quit their jobs cite ‘lack of appreciation’ as their reason for leaving. Individuals’ sense of wellbeing is strongly linked to their sense of ownership of their work, and the belief that their viewpoint matters.

Regular one-to-ones between line managers and direct reports will maintain open lines of communication. These sessions represent an opportunity to both celebrate individual successes and to reflect on learning for the future. Larger-scale, cross-business meetings offer opportunities for senior leaders and the business as a whole to actively involve staff in discussions and decisions that affect them.

3. Managers use appropriate health services to tackle absence and help people get back to work

Where you are unable to point to suitable resources, or if your direct report would be more comfortable discussing issues with someone else, make sure they have access to someone who will listen without judgement and who will be seen as being there to help should the need arise. 

This support could come in a number of forms, so it’s important to familiarise yourself with your organisation’s offerings. There may be an employee helpline or counselling services available for staff to access. Being knowledgeable about the resources on offer will help you provide the best possible support to your direct reports. For example, at CIPFA, we have an employee assistance helpline, which offers staff free, confidential advice about a range of issues.

4. Managers promote an attendance culture by conducting return-to-work discussions

It is important that, after an absence from work, a return-to-work interview is carried out. This is an opportunity for managers and staff to explore whether any support or changes are needed for the employee as part of a supportive work environment.

5. Jobs are flexible and well designed

Flexible workplaces are becoming a necessity for the modern workforce. A survey by the International Workplace Group at the start of this year found that 80% of people, when faced with two similar job offers, would turn down the one that didn’t offer flexible working. The survey also revealed that 85% said their productivity had increased as a result of greater flexibility. 

Flexible working arrangements, including adjustable working patterns, reduced or compressed hours, and working from home, can have a huge impact on how people feel about their jobs. Let staff work to live, rather than live to work. CIPFA, for example, offers home-working as well as part-time hours and job-sharing, which enables us to keep hold of good members of staff who need or want a change in their working pattern.Managers know how to manage common health problems, such as mental health issues and musculoskeletal disorders

The Health and Safety Executive states that 70% of work-related illnesses are made up of musculoskeletal disorders, followed closely by stress, anxiety and depression. Such issues reduce productivity and can potentially lead to long-term absence. 

To support staff, working environments must be conducive to wellbeing. Ensure that appropriate lighting and equipment is provided. Encourage your team to take breaks away from their screens. Lead by example and make a point of not eating lunch at your desk.

6. Above all, be sure to promote the use of annual leave

The Office for National Statistics found that 23% of UK employees regularly check emails while on holiday because of concerns around getting behind. This is not conducive to a healthy work-life balance. Uninterrupted breaks are key to a refreshed and focused workforce.

This is by no means an exhaustive list. Health and wellbeing can mean different things to different people, but managers are well placed to instigate cultural change. We are lucky that, within CIPFA, we have a member of staff who is a qualified nutritionist and runs events for staff where he shares his knowledge – perhaps you have people in your own workplace who could help with something similar?

Safeguarding responsibilities around CIPFA’s Level 3, 4, and 7 apprentices is hugely important, and all our training staff have received guidance on this – including how to identify vulnerable adults. We are working with our South East CIPFA Student Network to pilot some health and wellbeing activities and training with a view to making these more widely available.

So, what are you waiting for? Help your staff to bring their best and whole selves to work each and every day. 


Top tips…

Do 

1. Signpost the symptoms of stress or anxiety
2. Show your appreciation and keep lines of communication open
3. Keep an eye on the environment – is equipment appropriate?

Don’t

1. Stop talking – actively involve staff in decisions that will affect them
2. Forget external services your organisation may offer, such as helplines 
3. Underestimate the power of flexible working


 

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