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

Putting the ‘H’ into Elf and Safety; Permanently BHSEA: 10 th 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 occupational 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 occupational health

Work Relevance… Common Health Problems Wellbeing Occupational (Physical, Disease Psychological) Other Work-Relevant Conditions

Hazard Attributes…..? Injury O.D. CHPs Other work- Wellbeing relevant (Lack of) conditions? ✓ ✓ Work-specific genesis? x x x ✓ ✓ Physical origin/ MSDs – can x x root cause ? be ✓ ✓ Psychosocial origin/ x x ? root cause? ✓ ✓ ✓ ✓ Latency (between x exposure & harm?) ✓ ✓ Clear Enforceability? x x x Totally preventable via ✓ ✓ the workplace? x x x Lunt J (2013). Towards a Standardized Approach for Behavior Change in 21 st Century Occupational Health. Occup Med Health Aff 1:119. doi: 10.4172/2329-6879.1000119

Uniformity Preventability? Silo-working Why is Health the Poor Relative of Health/Work Comfort Zone Safety? Interface Risk Measurement Underestimation Feedback of Knowledge loops & ROI

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 occupational health

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

OH Culture.. 3. Ownership Shared Organisational learning 2. Management 4. Engagement in Action Improvement Valuing Awareness/Foresight Integrity Org Learning 5.Comms & 1. Leadership & Strong Resources Commitment Opportunity H & WB Good Health ↻ Good Bus. Strategic Mindful Culture Joined-up 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 occupational health

Scope Prevention Retention/Retun to Work Organisational Individual Individual & Team Psychological Stress Prevention Individual Accommodating Workplaces Functioning Org. Resilience Resilience Proactive Coping Counselling Physical Occupational Health Accommodating Workplaces Functioning Disease Prevention Promotion OH Services Health Care Social Functioning Social Capital Social Support

Solutions 2. 2. 1. Prevent 1. Prevent Recover Recover @ Work @ Work 3. Return to 3. Return to Work Work

What does a good job look like? https://www.whatworkswellbeing.org/product/job-quality-and-wellbeing/ Training & Training & Support Support Chages to the Chages to the Joined-up Joined-up way of working/ way of working/ comss/management comss/management Org. wide Org. wide Social Social Worker Worker connection connection engagement, engagement, participation participation Reward/recog Reward/recog Management Management ntion ntion commitment commitment

The Management Standards Approach 1. Identify the stress risk factors: Understand The Management Standards 5. Monitor & review: 2. Decide who might be harmed and how: Monitor and review action Prepare the plans & assess effectiveness Gather data organisation 4. Record findings: 3. Evaluate the risks: Develop & Explore problems & develop implement action solutions plans

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 Joined-up Flexible Workload Aligning Personal decision making working reorganisation Objectives with Company Vision Redefining job- Upskilling line- C.E.O managing descriptions managers to notice Including wellbeing work-life balance objectives within struggling individuals performance management Transparent Planning in Sharing success communication recovery time stories

Solutions 2. 2. 1. Prevent 1. Prevent Recover Recover @ Work @ Work 3. Return to 3. Return to Work Work

Interventions: what is being changed? Lamontagne (2008) PREVENT Economic, political context Social change Organizational context Downsizing Organizational change Contingent work New systems of work organization Job characteristics Job redesign Low job control High job demands Social isolation COPE Stress response Individual coping, training Physiological effects (e.g., BP) Psychological effects (e.g., burnout) Health behaviors RECOVER Individual rehabilitation Illness

Wellbeing Conversation 1. Notice 1. Notice (Changes in behaviour) (Changes in behaviour) Active Listening Active Listening 2. Prepare 2. Prepare (Don’t assume, sources of help) (Don’t assume, sources of help) 3. Enquire 3. Enquire (Open questions, tentative) (Open questions, tentative) 4. I.D. Obstacles 4. I.D. Obstacles (Remove) (Remove) 5. Agree Actions 5. Agree Actions (Verify, Implement, Adjustments) (Verify, Implement, Adjustments) 6. Review 6. Review

Active Listening Skills Non – verbals Non – verbals (notice others; (notice others; Use yours) Use yours) Avoid Avoid Minimal Minimal communication communication Encouragers Encouragers blockers blockers Avoid Distractions Avoid Distractions Reflect Reflect Stay neutral/ Stay neutral/ Paraphrase Paraphrase objective objective Clarify/probe Clarify/probe Summarise Summarise 20

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

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, organisational culture change & wellbeing at work. Package 1: “ All-in-one” workshops: assess and plan for smaller businesses 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 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