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Promoting mental wellbeing through productive and healthy working conditions: guidance for employers...
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Promoting mental wellbeing through productive and healthy working
conditions: guidance for employers
Implementing NICE guidance
2009
NICE public health guidance 22
What this presentation covers
Definition
Recommendations
Costs and savings
Discussion
Find out more
Definition
‘Mental wellbeing is a dynamic state in which the individual is able to develop their potential, work productively and creatively, build strong and positive relationships with others and contribute to their community. It is enhanced when an individual is able to fulfil their personal and social goals and achieve a sense of purpose in society’
Why mental wellbeing is important to workplaces
The annual cost of mental ill health to an organisation with 1000 employees is estimated to be £753,950
Improving the management of mental health in the workplace, including prevention and early identification of problems could produce annual savings of £226,200
Why work is important to mental wellbeing – 1
Work has an important role in promoting mental wellbeing. It is an important determinant of self-esteem and identity
Work can provide a sense of fulfilment and opportunities for social interaction
Work can also have negative effects on mental health, particularly in the form of stress
Why work is important to mental wellbeing – 2
Working environments that pose risks for mental wellbeing put high demands on a person without giving them sufficient control and support
A perceived imbalance between the effort required and the rewards of the job can lead to stress
A sense of injustice and unfairness arising from management processes or personal relationships can also increase stress
Promoting the mental wellbeing of employees can yield economic benefits for the business or organisation
The costs associated with employees’ mental health problems are significant for businesses and other organisations
Productivity and performance
Integrate promotion of mental wellbeing into all aspects of recruiting and managing people
Promote a culture of participation, equality and fairness, communication and inclusion
Create awareness and understanding of mental wellbeing and reduce discrimination and stigma related to mental health problems
Give employees skills, support and opportunities
Ensure everyone can take part
Strategic and coordinated approach
Assess and monitor mental wellbeing, identify areas for improvement, and address risks
Make employees aware of their legal entitlements and their responsibility to look after their own mental wellbeing
Use available frameworks
Respond to needs of employees at particular risk
Use individual and organisation-wide approaches
Help is available for smaller businesses
Assessing opportunities and managing risk
Promote a culture of support for flexible working
Provide opportunities for different types of flexible working if possible
Respond to requests for flexible working
Be consistent and fair in processing applications
Help managers deal with flexible working patterns
Different sized businesses and organisations may need different models of flexible working
Flexible working
Promote a management style of participation, delegation, constructive feedback, mentoring and coaching
Increase understanding of how management style can promote mental wellbeing and minimise stress
Ensure managers can identify and respond to employees’ emotional concerns and symptoms of mental health problems
Consider competency frameworks as a tool for management development
The role of line managers
See notes for details of who should action this recommendation
Collaborate with micro, small and medium-sized businesses. Offer advice support and services such as access to occupational health services, counselling support and stress management training
Establish mechanisms to provide support and advice on developing and implementing approaches to promoting mental wellbeing, such as tools for risk assessment, human resources management and management training
Supporting micro, small and medium-sized businesses
Costs (£ per year)
Absenteeism 269,700
Presenteeism 486,000
Staff turnover 79,600
Estimated current cost to the employer of mental ill health 835,300
Savings(£ per year)
Potential savings (30%) 250,607
Costs and potential savings with1000 employees
• How do we support employees coping with stress?
• How do we support line managers in promoting mental wellbeing at work?
• How well do we meet the recommendations outlined in this guidance?
• What practical things can we do to implement these recommendations?
Discussion
Visit www.nice.org.uk/PH22 for:
• the guidance
• the quick reference guide
• a version of the guidance for small businesses
• business case
• guide to resources
Find out more