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The Emotional Resilience Toolkit BITC

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Provides practical guidance in promoting the resilience of individuals and teams ... Aims to improve employees' ability to function inside and outside work, ... – PowerPoint PPT presentation

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Title: The Emotional Resilience Toolkit BITC


1
The Emotional Resilience Toolkit - BITC
  • Launched in May 2009 by BITC (Business in the
    Community) as part of a series created in
    association with a Steering Group and Towers
    Perrin
  • Provides practical guidance in promoting the
    resilience of individuals and teams in companies
    as part of an integrated health and wellbeing
    programme
  • Aims to improve employees ability to function
    inside and outside work, especially those in
    deprived communities and those with mental health
    issues

2
The Toolkit Model
3
The Governments response
The response, Improving health and work
changing lives, was published in
November 2008.
  • It sets out how, in partnership, Government can
    work towards
  • Creating new perspectives on health and work
  • Improving work and workplaces
  • Supporting people to work
  • Measuring progress

4
Progress to date on response to Black review
  • Boorman Interim Review, health of NHS staff
  • Electronic Fit note
  • Fit for work service
  • Occupational Health help-line
  • Challenge Fund
  • IOSH/TUC training pilots
  • Regional co-ordinators
  • Council for OH
  • National Standards for providers of OH
  • Strategy for Mental Health and Employment
  • National education programme for GPs

5
A new Fit note
  • Public consultation on the regulations supporting
    the new revised medical certificate closed on 31
    August 2009 with roll-out expected in April 2010.
  • A prototype has been tested recently on 500 GPs,
    and met with a largely positive reaction.

6
A Fit for work service
  • early intervention
  • holistic
  • non-medicalised
  • case managed
  • good positive contact with employers
  • addressing the real problems which keep people
    out of work
  • 70 bids received
  • Bids shortlisted, interviews in progress
  • Successful sites to be announced in October

7
NHS - a cornerstone of Government response
to the Black Review
  • NHS should be an exemplar of workplace health
    it employs
  • 1.4 m people
  • Improving staff health
  • can improve the health of
  • the general population
  • NHS Chief Executive David Nicholson said There
    are opportunities to improve both the quality of
    care and the productivity of the NHS organisation
    by investing in the health of our staff. Other
    countries and industries already invest
    significantly in staff health and it is important
    that the NHS does the same. The review is crucial
    to develop world-class health and well-being for
    all NHS staff.

8
NHS Workforce Health and Well-being Review
  • A good working environment is at the heart of
    quality care, and is recognised in the rights and
    pledges to staff in the NHS Constitution
  • The Review aims to build a comprehensive evidence
    base to support recommendations for system-wide
    improvements
  • The Review is led by Dr Steve Boorman, Director
    of Corporate Responsibility and Chief Medical
    Adviser to the Royal Mail Group.

The Boorman Review was launched on 21 April 2009
9
Boorman Interim Report The Case for ChangeThe
Impact on Service Delivery and Outcomes
over 80 of staff felt that their health and
well-being impacts upon patient care, and
virtually none disagreed
data correlation also showed some significant
relationships
NHSHealthandWellbeing The Boorman review
Source RAND Europe
10
Boorman Interim Report NHS HWB Services
Inconsistent Provision and Management Support
Less than 40 of staff believe their service
proactively tries to improve staff HWB, other
issues also exist
  • Good NHS examples but no national or consistent
    approaches
  • Uncertainty over the role and function of
    Occupational Health
  • Inconsistently or inadequately resourced services
  • Lack of information on costs and benefits
  • Cultural barriers and management practices
  • Less than half staff believe concerns are
    listened to
  • Major barrier believed to be management and
    leadership buy in
  • Staff attitudes and engagement
  • ... would require a massive culture change to
    see it as a professional duty to take care of
    ourselves and each other

Source Staff Perception Survey, Boorman Review,
2009
NHSHealthandWellbeing The Boorman review
11
Mental Health and Employment Strategy
  • The first time Governments have set out a vision
    for mental health and employment for across the
    UK
  • Aims
  • everyone has the opportunity to work and to
    flourish at work
  • a step change in employment outcomes for people
    with mental health conditions

12
Development of the strategy
oversight and consultation
  • Steering group to oversee strategy development,
  • chaired by Carol Black as National Director
    for Health and Work
  • Consultation with international researchers and
    other experts, businesses, third sector
    organisations and people who have mental health
    conditions
  • Cross-government drafting group

13
Key findings from Consultation
  • Widespread experience of stigma and
    discrimination
  • Low expectations of people who have mental health
    conditions
  • Self-stigma
  • Poorly integrated services and support
  • Importance of building emotional resilience

14
Consensus emerging
  • Relatively strong evidence base for clinical
    outcomes of treatments, therapies and support
  • Good evidence that the way work is organised and
    managed is critical
  • Little/weak quantitative evidence on impact of
    interventions that help people who have mental
    health conditions enter/return to work or remain
    in work

15
Key themes of the Strategy
  • People who are in work ensure good effective
    relationships with managers and colleagues and
    that organisation of work encourages well-being
    and empowers people to achieve their best
  • People who are on sickness absence from work
    ensure that they receive appropriately-tailored
    early intervention to return to supportive,
    accommodating workplaces
  • People who are out of work ensure that they
    receive encouragement from coordinated services
    that are flexible and focused on achieving
    employment-related outcomes
  • Children and young people our workforce for
    tomorrow help to build the skills they need to
    look after their own mental health and well-being
    and to flourish in work.

16
Complementary work on Mental Health
  • Towards a Mentally Flourishing Scotland Policy
    and Action Plan 2009-2011
  • Our Healthy Future - a public health strategic
    framework for Wales key theme mental health
    Raising the Standard - Adult Mental Health
    National Service Framework for Wales
  • New Horizons mental health services and care in
    England
  • Work Recovery and Inclusion, a delivery strategy
    for England to improve the employment and settled
    accommodation outcomes for vulnerable groups
    including those who have the most severe mental
    health conditions (to meet PSA 16 targets)
  • Perkins Review Stemming from the strategy DWP
    have commissioned an independent review, chaired
    by Rachel Perkins, to examine how the welfare
    system can provide better help for people who
    have (more severe) mental health conditions.

17
Mental health in workplaces in Europe
  • One in four citizens will experience a mental
    health problem during their lifetime
  • WHO expects that by 2020 depression will be the
    second most frequent cause of disability in the
    world
  • Total productivity costs of mental health
    disorders in EU-25 are around 135 billion euro
    per year
  • Levels of absenteeism, unemployment and long term
    disability claims due to work-related stress and
    mental health problems have been increasing
  • In Britain 40 of all long term disability
    benefit payments are due to mental health
    problems. inc. Norway, Iceland,
    Switzerland

18
The European Campaign for
mentally healthy workplaces
  • Work in Tune with Life
  • Aims to help workplaces to
  • - promote positive mental health
    for all employees
  • - understand and reduce issues
    that cause stress
  • - support employees who develop
    mental health
    problems
  • - reduce barriers to
    re-integration into the workplace.
  • Resourced by the EU Public Health Executive
    Agency. Led by the European Network for
    Workplace Health Promotion (ENWHP).

19
Work in Tune with Life
  • The campaign provides a range of resources to
    help improve mental health and well-being in the
    workplace
  • - materials for employers and
    employees to help raise awareness
  • - online workplace mental
    health-check and support to
    evaluate progress
  • - realistic guidance for
    employers on how to improve
    mental health
  • - guidelines for employees about
    their contribution.
  • The campaign is managed in the UK by Healthy
    Working Lives, supported by the Mental Health
    Foundation.
  • For more information or to join, phone 0800
    0192211 or go to www.healthyworkinglives.com

20
A future vision for mental health
  • Principles
  • Everybodys business
  • Promotion, prevention
    and early intervention
  • Quality of life, ambition and hope
  • A new relationship between users and services

21
From A future vision for mental health
22
Macleod Review 2009 - remit
An in-depth look at employee engagement and to
report on its potential benefit for companies,
organisations and individual employees. Could
employee engagement impact positively on UK
competitiveness and performance in the downturn
and help meet the challenges of global
competition?
23
Employee engagement outcomes
  • Engaged UK employees take on average 2.69 sick
    days per year, the disengaged 6.19 days.
  • Engaged employees are 87 less likely to leave
    their organisation than the disengaged the cost
    of high turnover among disengaged employees is
    significant.
  • Engaged employees advocate their organisation
    67 as against 3 of the disengaged. Public
    sector employees are less likely to be advocates
    for their organisations than private-sector
    staff.
  • Engagement levels in the UK are low and vary
    widely.

  • Macleod Review 2009

24
Health Inequalities Marmot Review 2009
  • An independent review chaired by Professor Sir
    Michael Marmot which is to propose the most
    effective strategies for reducing health
    inequalities in England from 2010.
  • Widespread concern that health inequalities in
    England persist, despite increasing wealth and
    policies designed to narrow the health gaps.
  • Final Strategy will address the social
    determinants of health inequalities,.
  • Employment Arrangements and Working Conditions
    are one of 9 key policy areas in which the
    Working Committees are to identify new evidence.

25
Working Together We Will make a Difference
By working together, our efforts will help us to
combat social exclusion, eradicate child poverty,
support our ageing population, and build a
workforce for tomorrow. By improving health and
work we will make a real difference to peoples
lives.
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