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Inspire Changing the World of Work Together April 2018 Issue 2

Explore Talent Gateway's latest publication on the future of work

Employee Wellbeing: A

Employee Wellbeing: A Key Factor for Future Success Employers have a duty of care for their employees’ wellbeing. Great Place to Work ® define wellbeing as a complex blend of the physical, psychological, social and relationship aspects of employees’ working lives 9 . Achieving wellbeing is more than just investing in initiatives - it is a culture embedded throughout the organisation where employees feel ‘trusted, valued and respected’ 9 . Wellbeing is also intrinsically linked to engagement and an employee’s intention to stay with a company. Flexible Working a Top Priority Offering flexible working to employees has been shown to improve employee wellbeing and engagement together with increasing productivity and reducing business costs through decreased absenteeism or better use of office space. But if this is the case, why is flexible working not fully utilized by organisations? Flexible working is a top priority when choosing a job for 24% of employees and is of particular importance for Millennials 10 . A recent survey by Great Place to Work ® highlighted disparity between employees wants and employers offering for flexible working 9 . For flexible working to be embedded in an organisation, there has to be a shift from focusing on inputs, how present an employee is, to outputs, the quality and delivery of work. High levels of trust at a team and individual level is a key component to successful flexible working. When employees feel trusted, they feel ‘more encouraged’ to balance their work and personal life and ‘are significantly more likely to feel able to take time off from work when necessary’ 10 , Managers play an important role in the embedment of flexible working. Whilst flexible working and work-life balance were less important to directors and managers, they need to understand the value their team place on work-life balance. Consistency must also be ensured in the implementation of flexible working to avoid a perception of favouritism. Training and clear and measurable performance objectives can support managers, but leadership style has also been shown to play a role with ‘inspirational leadership being particularly suited to geographically dispersed teams as it can enhance trust and commitment in the team’ 9 . Flexible working, when implemented fully, can provide employees with a better work life balance to the benefit of both the people and the organisation. 9 Wellbeing and the Importance of Workplace Culture, Great Place to Work ® , December 2016 10 Flexible Working: Are employers missing a trick?, Great Place to Work®, May 2016

Take Action on Mental Health in the Workplace Business in the Community reported that three out of every five employees have experienced mental health issues in the past year because of work, with a third being formally diagnosed with a mental health issue, commonly general anxiety or depression – up from 29% in 2016 11 . The report demonstrates that whilst there has been progress in organisation’s understanding of the importance of mental health and approach to supporting employees, this is not always filtering down to employees on the ground. Although over half of employees now feel comfortable talking about mental health issues, only 13% would disclose one to their line manager. More concerning is 15% of employees that did disclose a mental health issue were subject to disciplinary procedures, demotion or dismissal (up from 9% in 2016) 11 . 60% 31% 13% 15% 24% Of employees have experienced a mental health problem due to work or where work was a contributing factor at some point in their career Of the workforce have been formally diagnosed with a mental health issue Felt able to disclose a mental health issue to their line manager Of employees who disclosed a mental health issue were subject to disciplinary procedures, demotion or dismissal Of managers have received any training in mental health 11 BiTC Call to Action for Good Mental Health at Work 11 : 1 2 3 Talk: Break the culture of silence that surrounds mental health by signing the Time to Change Employers Pledge Train: Invest in basic mental health literacy for all employees and first aid training in mental health to support line manager capability Take Action: Implement practical actions from Business in the Community’s Mental Health Toolkit for Employers 11 Mental Health at Work Report 2017, Business in the Community, December 2017