Putting the H into Elf and Safety; Permanently BHSEA: 10 th Sept - - PowerPoint PPT Presentation

Putting the ‘H’ into Elf and Safety; Permanently

BHSEA: 10th Sept 2018: Dr Jennifer Lunt

Objectives

• Why occupational health plays second fiddle

to safety

• What this means for behaviour change in the

workplace, and

• Think work relevant health, not just
• ccupational health

Introduction

• Why occupational health plays second fiddle

to safety

• What this means for behaviour change in the

workplace, and

• Think work relevant health, not just
• ccupational health

Work Relevance…

Common Health Problems

Wellbeing (Physical, Psychological) Other Work-Relevant Conditions

Occupational Disease

Hazard Attributes…..?

Injury O.D. CHPs Other work- relevant conditions? Wellbeing (Lack of) Work-specific genesis? ✓ ✓ x x x Physical origin/ root cause ? ✓ ✓ MSDs – can be x x Psychosocial origin/ root cause? x x ✓ ? ✓ Latency (between exposure & harm?) x ✓ ✓ ✓ ✓ Clear Enforceability? ✓ ✓ x x x Totally preventable via the workplace? ✓ ✓ x x x

Lunt J (2013). Towards a Standardized Approach for Behavior Change in 21st Century Occupational Health. Occup Med Health Aff 1:119. doi: 10.4172/2329-6879.1000119

Uniformity Preventability? Comfort Zone Risk Underestimation Knowledge Feedback of loops & ROI Measurement Health/Work Interface Silo-working

Why is Health the Poor Relative of Safety?

Objectives

• Why occupational health plays second fiddle

to safety

• What this means for behaviour change in the

workplace, and

• Think work relevant health, not just
• ccupational health

Changing OH Behaviour

*HSL’s ‘Make it Happen Model’ Michie et al (2013) Behaviour Change Wheel

• Tailor to maturity: context

before individuals

• Evidence based
• Integrate into management

systems to tackle root causes

• Assess and tailor
• Cross the intention-behaviour

change gap

• Select ingredients to cover the

main influences

• No single magic bullet
• Address the intended and

unintended

• Process vs conventional H&S
• Fidelity checks
• Consistency: design, reporting
• Maintain

OH Culture..

Strong H & WB Culture

• 1. Leadership &

Commitment

Good Health ↻ Good Bus. Mindful Joined-up

• 2. Management

Action

Valuing Integrity

• 3. Ownership

Shared Organisational learning

• 4. Engagement in

Improvement

Awareness/Foresight Org Learning

5.Comms & Resources

Opportunity Strategic Investment Holistic

Objectives

• Why occupational health plays second fiddle

to safety

• What this means for behaviour change in the

workplace, and

• Think work relevant health, not just
• ccupational health

Scope

Prevention Retention/Retun to Work Organisational & Team Individual Individual Psychological Functioning Stress Prevention

• Org. Resilience

Individual Resilience Proactive Coping Accommodating Workplaces Counselling Physical Functioning Occupational Disease Prevention Health Promotion OH Services Accommodating Workplaces Health Care Social Functioning Social Capital Social Support

Solutions

2. Recover @ Work 2. Recover @ Work

• 3. Return to

Work

• 3. Return to

Work

• 1. Prevent
• 1. Prevent

What does a good job look like?

https://www.whatworkswellbeing.org/product/job-quality-and-wellbeing/ Training & Support Training & Support

Joined-up comss/management Joined-up comss/management Worker engagement, participation Worker engagement, participation Management commitment Management commitment Reward/recog ntion Reward/recog ntion Social connection Social connection

Chages to the way of working/

• Org. wide

Chages to the way of working/

• Org. wide

The Management Standards Approach

• 1. Identify the stress risk factors:

Understand The Management Standards

• 2. Decide who might be harmed

and how: Gather data

• 3. Evaluate the risks:

Explore problems & develop solutions

• 4. Record findings:

Develop & implement action plans

• 5. Monitor & review:

Monitor and review action plans & assess effectiveness Prepare the

• rganisation

The Management Standards

http://www.hse.gov.uk/stress/standards/

• Demands: e.g workload, deadlines. Work scheduling, physical

environment

• Control: e.g. decision authority, autonomy, pacing ,

interruptions

• Support: organisational, managerial, colleagues; practical and

emotional

• Relationship: e.g. interpersonal conflict, bullying and

harassment

• Role: e.g. ambiguity, conflict, image, responsibility
• Change: e.g. new ways of working, new technology, change

strategies, consultation and involvement

Prevention: Which Goes Where?

Demands Control Support Role Relationships Change

Workload reorganisation Flexible working C.E.O managing work-life balance Redefining job- descriptions Upskilling line- managers to notice struggling individuals Transparent communication Planning in recovery time Including wellbeing

• bjectives within

performance management Joined-up decision making Aligning Personal Objectives with Company Vision Sharing success stories

Solutions

2. Recover @ Work 2. Recover @ Work

• 3. Return to

Work

• 3. Return to

Work

• 1. Prevent
• 1. Prevent

Social change Individual rehabilitation Individual coping, training Job redesign Organizational change

Interventions: what is being changed?

PREVENT COPE RECOVER Economic, political context Organizational context

Downsizing Contingent work New systems of work organization

Job characteristics

Low job control High job demands Social isolation

Stress response

Physiological effects (e.g., BP) Psychological effects (e.g., burnout) Health behaviors

Illness

Lamontagne (2008)

Wellbeing Conversation

Active Listening Active Listening

• 1. Notice

(Changes in behaviour)

• 1. Notice

(Changes in behaviour)

• 2. Prepare

(Don’t assume, sources of help)

• 2. Prepare

(Don’t assume, sources of help)

• 3. Enquire

(Open questions, tentative)

• 3. Enquire

(Open questions, tentative)

• 4. I.D. Obstacles

(Remove)

• 4. I.D. Obstacles

(Remove)

• 5. Agree Actions

(Verify, Implement, Adjustments)

• 5. Agree Actions

(Verify, Implement, Adjustments)

• 6. Review
• 6. Review

Non – verbals (notice others; Use yours) Non – verbals (notice others; Use yours) Minimal Encouragers Minimal Encouragers Reflect Reflect Paraphrase Paraphrase Summarise Summarise Clarify/probe Clarify/probe Stay neutral/

• bjective

Stay neutral/

• bjective

Avoid Distractions Avoid Distractions Avoid communication blockers Avoid communication blockers

Active Listening Skills

20

What kind of adjustments?

Alter the work tasks to reduce the demands: Reduce pace of work, reduce task frequency, enable co-worker help, increase task variety, share knowledge Alter the work organisation Flexible start / finish time, reduced work hours / days, added rest breaks, graded return to work (achievable level, increase on regular quota) Change the job Examples: allow work at home, selected duties, co-worker as ‘buddy’ Flexibility Examples: achievable goals scheduled at start of each day, allow reasonable time to attend appointments

’

Resources

Acas – useful information on bullying and harassment in the work place and ways to manage stress. https://www.employeradvice.org/ Alcoholics – Anonymous.org.uk – information about local group meetings for support. Business in the Community: https://wellbeing.bitc.org.uk. Various wellbeing at work resources. Fit for work: Occupational Health Resource https://fitforwork.org HSE Management Standards: HSE: http://www.hse.gov.uk/stress/standards/– Lots of information about the management standards and risk assessment process for stress at work. Samaritans: Samaritans.org.uk/talk/local_branch.shtm - Helpline for anyone who feel they need to talk immediately to someone or who if struggling when at home alone for example. Mind: https://www.mind.org.uk/ – Mental health charity, this will have details of the local branch if anyone wants to talk about their own mental health concerns. Nuffield: https://www.nuffieldhealth.com/conditions/stress. Mental Health Resources Relate: Relate.org.uk – Relationship therapy and counselling

Services

Consultancy & training in behavioural health & safety,

• rganisational culture change & wellbeing at work.

Package 2: Assess the causes (light touch, in depth, strategic) and tailored road- map development (what, where, when) Package 3: Road map implementation. For example via:

• Resilient Leadership (Coaching, Training, Workshops)
• Line management people skills training
• Buddy training
• Individual resilience training

Package 1: “All-in-one” workshops: assess and plan for smaller businesses Package 4: Continuous Improvement. For example via:

• Nudging Health & Safety workshops
• Health and Safety think-tanks for driving continuous improvement
• Profile raising (via a case studies, telling the story)
• Evaluation - did it work and how?

Thank you

Let’s carry on the conversation!

Call +44 (0)17977 503687 Email jenny@jluntassociates.co.uk Visit www.jluntassociates.co.uk Connect linkedin.com/in/jennifer-lunt-0432b425