Download - Merit Event - Flexible Working Event
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Flexible Working & Well-Being in the Workplace
Susannah RobertsonRobertson Cooper Limited
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Robertson Cooper Business (Chartered Occupational) psychologists
based in Manchester and London. University spin-off company (UMIST) founded in
1999 by Professors Ivan Robertson and Cary Cooper Our core proposition is to enable organisations to
develop and maintain performance focused well-being in their workforce
Work across the public and government sectors and in the private sector.
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Work Life Balance Profile of WLB issues increased over last decade
Initially about being ‘family friendly’ – gender equality movement, helping women return to work
Firmly on the HR agenda - initially an employer led movement
24/7 climate requires different relationship with employer
Tendency for flexibility and WLB to be thrown at this problem
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WLB policies
Flexible working - some typical reactions
Impact on co-workers - extra co-ordination and cover required - concern over equity of arrangements
Impact on motivation and work-related stress - higher levels of individual motivation - motivation of whole work group damaged
Impact on well-being - damaged relationships with co-workers - better home life?
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Flexible Working: An Employer Survey, CIPD 2005
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WLB policies Will not automatically:
improve well-being or reduce work-related stress damage motivation and productivity
CAN have a positive impact on both productivity AND well-being
Their impact on both motivation and well-being for the whole workforce can be unpredictable and the implementation and consequences need to be constantly monitored
Presentation will focus on the combination of the two key issues linked to WLB: well-being and productivity of the workforce
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Positive psychological well-being
Understanding people at their best
In the last three months at work have you felt:
(1, not at all – 5, very much)
Inspired
Alert
Excited
Enthusiastic
Determined
Happy
Contented
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Well-being and productivityWell-being & Productivity
0
20
40
60
80
100
120
0 20 40 60 80 100 120
Well-being
Pro
du
cti
vit
y
• There is a positive correlation between well-being and performance (about 0.3) (Cropanzano & Wright, 1999; Wang, 2000; Donald et al., 2005)
• Improving well-being = improvements in performance• Improving performance = further
improvements in well-being - a virtuous cycle
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Business case for well-being:
The satisfaction mirror
Well-Being
Staff satisfaction
Customer satisfaction
Talent Management
Healthy, happy (and productive) workforce = good image for the organisation – employer of choice status
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Business case for well-being: Sickness-absence*
National average – 7 days lost per employee
Average cost per employee of one day sick = £82
Average cost per employee = 7x£82 = £574For 2,000 employees:
Cost to organisation = £1.1M
*CIPD, 2006
Performance improvement
What is it worth?
For an average performer, 10% improvement in performance is worth 10-15% of salary (Schmidt & Hunter, 1982)
Average salary = £25K
For 2,000 employees = £1.25M for each 2% increase in performance
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Key Determinants of Well-Being
Sense of purpose Resources & Communication Control and autonomy Work Relationships Work Life Balance Work Overload
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The pressure-performance curveP
erfo
rman
ce
Pressure
StressLack of motivation
Rust Out
Burn Out
Rust-outMotivation and
productivity at risk
PerformanceFocused
well-being High productivity
and well-being Burn-out Well-being and
productivity at risk
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The ASSET Model
Sense of purpose Resources &
Communication Control and autonomy Work Relationships Work Life Balance Work Overload
Psychological well-being Engagement
Sense of purpose Resources &
Communication Control and autonomy Work Relationships Work Life Balance Work Overload
Psychological well-being Engagement
Enabler & Barriers
Assess, then intervene
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Improving well-being via flexible working
Measure baseline metrics (retention, productivity, absence etc.)
Assess sources of pressure and well-being levels
Review whether action is needed
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ASSET Survey Results
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Flexible working and well-being
Flexible working can work But, unintended consequences to consider To ensure benefits delivered – measure and monitor
impact (workforce reactions, key metrics)……. regardless of what scheme implementing