WELLBEING IN THE WORK PLACE
THE ROLE OF THE LEADER/ MANAGER
Earlier in this article I posed the question about where does an organisation actually start integrating wellbeing approaches and who should be responsible.
It may seem obvious, and it cannot be over-emphasised the impact that the behaviours of leaders and managers have on the people they are responsible for. This can be a positive impact, or all too frequently as I have witnessed, a negative impact leading to much stress, unhappiness and ill-health.
Poor Management / ILL Health Links
“increasing levels of ill-health in the workplace can be attributed to poor management and leadership.” Ruth Spellman OBE, CEO Chartered Management Institute
In my experience a quote which can be substantiated.
There is a pattern in the business world that if someone is good at doing their job they can be promoted to a supervisory/ management position and then are not supported with the very necessary knowledge, understanding and skills that would enable them to do the best job they can.
Any organisation looking to develop their wellbeing at work approaches must have managers who are trained and developed in order to get the best from their people resource. How well these people are able to achieve results through others, communicate, engage provide direction and support to their people and teams is critical.
Managers at any level have a huge role to play in the wellbeing of individuals at work.
The skills of leaders and managers can most certainly have a substantial effect in the following areas.
ROI Reducing Absenteeism, Presenteeism and Increasing Engagement of the Workforce
Money Slipping Away - National Perspective (research figures)
Year 2004 2006
2007 2009 “ “
Cost
£12 billion £13.4
£13.2 £16.8 £17
£17.3
Lost Days Source 168 million CBI 175
172 CBI
Ipswich B/S CMI
CIPD
Community wellness
Presenteeism – the costs associated with this lesser known area in business is thought to be at least 1.5 times higher. Presenteeism can be defined as people who are unwell and at work, or simply not fully engaged in the workplace and as productive in the business as they could be.
The table below indicates that there is a growing problem with the cost of sickness absence with all signs of this increasing year on year.
Money Slipping Away - Individual Company Perspective (research figures)
• “sickness is costing UK companies more than £1000.00 per employee every year” (HRM Publication)
• “absence costs the average employer 8 working days per month” (ACAS)
• “60% of employees off work due to illness for more than 5 weeks do not return to work” (CBI)
All impacting on rising benefit/NHS costs.
Engagement – according to a Gallop survey in 450 companies in 124 countries, only 30% of employees feel actively engaged – that’s reflected in lost productivity. Based on this survey it would be easy to assume that 1.5 times higher may be a conservative estimate.
Gill Main
www.turnkeysolutions.biz http://www.windenergynetwork.co.uk/enhanced-entries/gill-main-turnkeysolutions/
www.windenergynetwork.co.uk
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