hr forum 5th july 2012
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HR Forum Creative Sheffield presentationsTRANSCRIPT
HR ForumThursday 5th July 2012
S
Healthy Employees for a
Healthy Business
Presented by David Maiden
Healthy employees for a healthy business
Who are Annurca?
• Annurca is a company whose prime objective is to help
employees have a healthy lifestyle through
workplace health initiatives
• Resulting in a more motivated and productiveworkforce, lower absenteeism and less long
term health issues.
Healthy employees for a healthy business
What’s in it for you?
Increased Productivity
Reduced Absenteeism
Powerful insight into your Companies Health
Lower Insurance Premiums
Reduction in Health Related Claims
Improved Morale & Loyalty
Improved Recruitment Package
Helps with Accreditation
Enhanced Company Profile
Business Protection
Healthy employees for a healthy business
Absenteeism is a major cost
Sickness absence costs over£13 Billion a year*
It works out at 7.8 days for every employee*
*CIPD Annual Absence Survey 2010
**Prospect Magazine, Issue 178, Jan 2011
For a company of 100 employees that Equates to £76,818 per year
(based on average wage of £26,000**)
Healthy employees for a healthy business
You can influence absenteeism
Employers can influence 85% of absenteeism
CBI Survey 2011
Companies with a wellbeing initiative see a 39% reduction in short term absence 28% reduction in long term absence
Healthy employees for a healthy business
Only a few get health advice (and support)
Health Assessments
Health Insurance
No Assessments1 – 2 % 8 - 9 %
90 %
Healthy employees for a healthy business
The Annurca Process
Analysis ofResults
Consultancy Report
ASSESSMENT
ActionPlan
RE-ASSESSMENT(Improved Health)
Healthy employees for a healthy business
Lack of Achieving
Motivate, Lead, Educate, Inspire
Performance Accomplishment
Bad Habits
Healthier Routine
The status quo
Positive Change
No set targets
Achieveable / Realistic Goals
Lack of self esteem
Feeling of self worth
It is about changing behaviour
Healthy employees for a healthy business
It’s Powerful
“It is the only time in my life that someone
has spent thirty minutes talking just about me”
Fifty one year old, overweight office manager with high blood pressure
Healthy employees for a healthy business
Individual Achievements
51 year old, Female Distribution Centre Supervisor
Before After
Weight (kg) 104 95
Waist to Hip Ratio 0.91 0.85
Body Fat % 47 39.7
Blood Pressure (mmHg) 151/89 140/72
Heart Rate (bpm) 87 72
Forced Expired Volume (%) 74 82
Forced Vital Capacity (%) 81 91
Total Cholesterol (mmol/l) 5.84 5.14
High Density Lipoprotein (HDL) Cholesterol (mmol/l) 0.93 1.25
TC : HDL Ratio 6.2 4.1
Blood Sugar / Diabetes (mmol/l) 6.3 5.3
CVD Risk over next 10 years (%) 10 - 20 < 10
Healthy employees for a healthy business
Group Achievements
• 27% of employees increased their exercise.
• 56% of smokers quit.
• 12% of employees reduced their alcohol consumption.
• 60% of individuals lost weight. The total weight loss was 67.5kg / 10st.8lb. The most weight lost by one individual was 12.5kg / 1st. 13lb.
• 52% of individuals reduced their waist circumference.
• 90% of employees improved their Blood Pressure.
• 60% of employees reduced their resting heart rate.
• 100% of employees reduced their Total Cholesterol (TC).
• 29% of employees increased their (High Density Lipoprotein) HDL count.
• 57% of individuals reduced their TC : HDL Ratios.
• 74% of employees improved their CVD Risk.
• 83% of employees improved their Lung Function.
Healthy employees for a healthy business
Why Annurca?
1. AffordableMore employees
benefit
2. AccessibleAt a company’s
premises
3. Accountable Results orientated
Healthy employees for a healthy business
Bespoke
Interactive Workshops
WellbeingAssessments
Company Health Audit
IndividualReports
Bespoke WellbeingPackages
AlternativeTherapies
HealthFairs
Annual Programme
WeightManagement
Healthy employees for a healthy business
A Couple of Examples
• Doncaster Chamber of Commerce reduced absenteeism from 8% to 2.5% resulting
in a saving of £30,000 from an initiative that cost just £1500. DCC also recorded
100% employee workplace satisfaction.
• Arena Instrumentation absenteeism at an all time low of 1.7% since beginning their
Health Initiative with Annurca.
• Specsavers Crystal Peaks won Sheffield NHS Healthy Business Award and
recorded their highest turnover to date.
• Hughes Safety Showers - Experienced a 10% increase in sales and the first
manufacturing company to receive IIP Gold.
Healthy employees for a healthy business
Everyone Wins!
Increased Productivity
Reduced Absenteeism
Powerful insight into your Companies Health
Lower Insurance Premiums
Reduction in Health Related Claims
Improved Morale & Loyalty
Improved Recruitment Package
Helps with Accreditation
Enhanced Company Profile
Business Protection
Healthy employees for a healthy business
What our clients say
“We are on the road to becoming a
healthier and more efficient business”
Wilkinson
“the benefits to the PoliceForce are numerous”
“Our employees are now a lot happier at work, they are
healthier and this has resulted in lower absenteeism”
“We now have a team that is far healthier and
more productive, with increased morale”
Specsavers
Healthy employees for a healthy business
Occupational Health
Health surveillance, including statutory medicals and Hand Arm Vibrationassessments (HAVS)
Sickness absence management assessments
Management of work related upper limb disorders
Individualised risk assessments
DSE workstation assessments (Display Screen equipment regs. 1992)
Onsite drug and alcohol testing and drug and alcohol policy development
Development of occupational health polices and procedures
Expert witness
Occupational health physicians
Advice to pension schemes (Early retirement through ill health)
Healthy employees for a healthy business
You can Save Money
Every £1 spent on ahealth initiative, can
save you £4CBI Survey 2011
Tel: 01909 509 014
www.annurca.com
Mental Health in the
Workplace – Becoming
a Mindful EmployerAileen Moore -CWMT
Emma Radcliffe-IAPT
• AA
1
WHY? - Key Facts
• 3.3 million people with mental ill-health are not in work
• 70 million working days lost due to mental ill-health, 1in 7 as a direct cause of working conditions
• The total cost to employers of mental health problemsamong their staff is estimated at nearly £26 billioneach year
• 1 in 4 people will experience some kind of mentalhealth problem in the course of a year
• 20% of women and 14% of men in the UK will bediagnosed with some form of mental illness
• 1/6 of people at any one time suffer from mentalanxiety
(Sainsbury Centre for Mental Health, 2007)
2
Benefits of helping employees with
MH conditions- DVD clip
• Improving prevention and early identifications of
mental illness could save 30% of costs per year (£8
billion)
• It is estimated that presenteeism attributable to mental
health problems accounts for 1.5 times as much
working time lost as absenteeism
• Increase of presenteeism at work and reduced staff
turnover can save potentially £700 per UK employee
• Team morale and communication
(The Sainsbury Centre for Mental Health, 2007)
3
4
Managing mental health in the
workplace
HSE –Stress in the workplace
• HSE Definition- “Adverse reaction people have
to excessive pressures or other types of
demand placed on them…”
• People can also feel stressed when they are
bored, under-stimulated or under-valued
• Stress can be caused by home or work pressures-
we concentrate on how to help someone at work
to do their job
• Unmanaged stress can lead to mental ill health
• If we identify the ‘stresses at work’, we can
manage them or provide support to deal with them
5
HSE Stress Management
StandardsThese form the basis of the tools we use
1. Demands –are they clear and reasonable
2. Control –need for control
3. Support- is it available/ accessible
4. Relationships- managing conflict
5. Role – is it clear and understood
6. Change – manage it effectively
6
Tools to manage mental health at
work
• PRO-ACTIVE
• Team Stress Risk
Assessment
• Individual Well being
Action Plan
• Mindful Employer
toolkit
• REACTIVE
• Individual Stress Risk
Assessment and
Action plan
• Team Stress Risk
Assessment and
action plan
• WRAP / Crisis Plan
Look at exemplars of tools
• Scenario 1 - team
• Sarah – joins a newteam as their manager-all have been movedrecently due toreorganisation- moralelow
• How might the teamrisk tool be helpful?
• Scenario 2.
• Joe returned to workafter a 4 month periodof treatment fordepression followingbereavement –although well now hehas concerns aboutworking alone for longperiods of time
• How might theindividual stress riskassessment be useful?
Considerations for Line Managers
• How effective is the adjustment likely to be?
• Is it practical?
• How much will it cost?
• Will it cause much disruption?
• How will the adjustment impact on others?
• Key Message
– It is these considerations that define anadjustment as being “reasonable”
– If an employer cannot reasonably make theadjustment, it is ok to be clear about thiswith the employee.
9
Personal Stories – DVD clip
James
• Bank Call Centre
Worker
• Depression
• WRAP
• Workplace
Counselling
• Reasonable
Adjustments –
targets, 1:1 training,
support
Graham
• SME – Administrator
• Anxiety/Stress
• Individual Stress
Assessment
• WRAP
• Line Manager
Support
• IAPT Referral
Available support
At work
• SOHAS
• Disability Employment
Adviser (JCP)
• Access to work
• In work support
• Reasonable
adjustments
External
• GP
• IAPT
• Self help
• CCBT
• Crisis team
• MIND
• Specialist services
Potential reasonable adjustments for
Mental Health
• Flexibility in start/finishtimes
• Provision of counselling
• Attending medicalappointments
• Adjustments to duties
• Additional supervision
• Mentoring
• Return to work planning
• Phased return
• Quiet room
• Re-deployment
• Thorough induction
• Meetings
• Regular breaks
• Additional training
• Occupational Health
advice
12
The HR BUSINESSThe HR BUSINESS
PARTNERSHIPPARTNERSHIP
MODELMODELSteph Harman
Senior Lecturer
Department of Management
Sheffield Business School
Business Partnerships -the start of it all . .
The Strategic Partner Role for HR - Dyer andHolder (1988:31-32)
Ulrich and Lake (1990) popularised the idea ofHR strategic business partner, which was takenup enthusiastically within the HR professionand its professional body, the CIPD, as aconcept of business partnering. The CIPD(2007) explained that the task of strategicbusiness partners was to work closely withbusiness leaders, influencing strategy andsteering its implementation.
Ulrich’s Model
Key Drivers for HR
Rising expectations of theHR function
Accelerating competition
Cost efficiency.
The HR Business Partner Role
HR business partners work closely withline managers and are probablyembedded in a business unit or a linefunction. They fully understand thestrategies and activities of their unit orfunction and appreciate the role they canplay as partners to the line managers,ensuring that business goals areachieved. Business partners are there toenable those line managers to achievetheir objectives through their people.
Activities of HR BusinessPartners
Activities include:
• Organisational and people capabilitybuilding
• Longer term resource and talentmanagement planning
• Using business insights to drive change inpeople management practices
• Intelligence gathering of good peoplemanagement practices internally andexternally
SKILLS REQUIRED OFTHE HR BUSINESSPARTNER . .
Challenges of the HR BusinessPartnering Model
It can create silos in the HR function
Managing a degree of overlap whichexists between the 3 strands of HR
It is not a prescriptive approach – itshould be customised to suit the businessneeds
The 3-box model is generally deemedunsuitable for smaller companies
Should not HR be seen as integral to thebusiness, rather than working inpartnership with it?
The Numbers Game . . . .
Criteria for HR
• Spend time with customers and clients,diagnosing, discussing and responding toneeds
• Actively participate in business planningmeetings and offer informed insights onstrategic, technological and financialcapabilities
• Understand business conditions
• Demonstrate competence in businessknowledge, particularly customer relations,delivery of world-class managementpractices, and management of change.
The Reality . . .
CIPD 2010 HR Outlook survey –
30% of survey participants from largeorganisations described their HR functionas the ‘Ulrich Model’
Medium sized businesses – single HRteam with generalists, specialists andadministration together - 64%
Small businesses – 47% single HR teamor person.
WHAT ARE THE IMPLICATIONS FOR SME’S?
Recent researchUlrich and Brockbank 2008
• All support functions are in the same boat – all stafffunctions are trying to find ways to deliver more value toeither top-line growth or bottom-line productivity
• The aim of the model is to help HR professionals to aligntheir day to day work with business outcomes
• Different HR roles and categories are seen as disparate oruniquely ‘business partnering’
• Softer agendas such as talent and organisation capabilitiesare key to business success and are a key function of HR
• Effective HR business partners are those who respond togeneral management challenges
• Some will never be business partners
• Don’t blame the gadgets, teach the users how to use them
Reasons for FailureToo great a shift for some HR practitioners
Interests and abilities may deter from engaging inthe business partner role
Lack of knowledge of the process
Business response is more likely in times ofchange, rather than in maintenance
Some line managers’ limited perspective inhibitsacceptance of HR professionals.
Senior level executives focus more on issues suchas strategy execution, leadership, talent, andchange – all HR agendas; managers often wantand need what effective HR professionals can helpthem deliver/
Is there an Alternative?According to Ulrich, there are few other options. Tosucceed, HR professionals need to learn the businessinside out. They must know it well enough to applytheir HR knowledge, but also to contribute to thestrategic decision-making processes of the seniormanagement team; much of the routine admin workneeds to be either outsourced or digitalised forelectronic processing.
HR professionals must evolve into the best thinker inthe company about the human and organisation side ofthe business. Change is inevitable, in every possibleelement that affect business. Under these conditions,the human side of the business emerges as a keysource of competitive advantage. Specialists in theprocesses of human and organisation optimisation (IEHR Business Partners) become central to businesssuccess.
HR Forum
5th July 2012
David Patterson and Gill Broadhead
Today’s Presentation
What the Learning Professional
wants…from e-learning…..our research
How you can move toward using
e-learning to reduce your expenditure
…..Zero Budgets
Some Tools and Techniques to Help
About Learning Light
Experts in e-learning
Promoting e-learning
Research
Consultancy
Solutions
Our Research
Researching e-learning since 2006
Systematic literature review of 20,000 papers
“effective use of e-learning in the workplace”
Market analysis 2007-8, 2009, 2010-11
Quantitative and Qualitative – Supplier view
2012-13 Market size, Supplier view and Buyer
view
Our Projections for 2011-12
Double Digit Growth in the market Adoption
More companies will move away from ILT
Greater understanding of the benefits of e-learning
Better quality e-learning
UtilisationGreater usage by learners – Social Learning andMobile learning, Video, Hard to reach learners
Companies at 60% plus delivery not now unusual
ColonisationSmart phones, Pads, Tablets and Readers, 3g andgreater bandwidth
Our Research:
Buyer view toward training and e-
learning
30 Interns……….
via Facebook Network
Large/Medium
Retail
Construction
Legal and Professional
Finance
Pharma
Local government
Media
Membership bodies
90 Companies & Organisations
Interviews
Semi- structured
Telephone
Face to Face
45 minutes +
We Asked about ……..
………………Budget Decisions……
Budgets
Under Downward Pressure
Repeat of 2008 at present
– the big training freeze…….
………….especially public sector
Several cases “Nothing other than compliance orurgent business need”
Compliance training = cost
Systems and procedures still trained in, looking forefficiencies
Budgets – Knowledge Workers!
2009-10 Training Budgets cut to retain staff
……..no longer so as lay offs start to hit
Remaining staff need to do more
Employers and employees interest matching
50-50 on training
Employers unwilling to skill up employees who then
leave
Operational training spend based on requirements and
justifications
Allocation of Budget Budget increasingly directedto points of need relating tobusiness performance
Budget is a dynamic resourcemanaged closely and flexedfrequently (often at boardlevel)
Training is business demandled
Training for Businessperformance
We Asked ……
Business Need Compliance Systems & Procedures New skills and learning needs
Budgetary
attitude
Fixed Cost - drive down Make only necessary
Investment and seek to reduce
budget
Justify to business
Requirement Recorded & audited Proficiency tested Performance
change
Measure Money saved
Time saved
On demand
Anywhere
Speed of access
Ease of selection
Quality
Impact on learner
Certificate
Impact on learner
Time saved
On demand
Anywhere
Speed of access
Ease of Selection
Quality
Impact on learner
Certificate
Assessment
Impact on Business
Time saved
On demand
Anywhere
Speed of access
Ease of Selection
Quality
Impact on learner
Certificate
Assessment
Choice/range
Route Required - assigned Designed Pathway Selected to meet need
How Mandated Push Pull
Content Type
requirement
Generic – sector orientated Bespoke and generic –
organisation centric
Bespoke and generic
sector specific
We Asked about Future Budget....
……………Decisions
Future Budgets and Attitudes
Attitude to e-learning
Cost saving - potential understood
Investment in LMS + Content - beyond many
companies abilities and budgets
Barriers to Adoption:
Technical requirements
Cost of LMS - £15K?
Cost of bespoke content - £10k per hour
Attitude toward generic content
Attitude to in house development….NO
Considerations………
Too many poor experiences with e-learning
Content Quality - Key
Content and Delivery - service set up without
investment is of interest
Cloud Services - not a concern
SaaS model - understood
SME’s Preference is “Pay as you Go”
Corporate buyer more circumspect – Quality a
Key Factor
The Nature of Compliance Learning is……
…………Changing!
Less Tick in a Box
More of a Cultural Change
Aligned to Systems and
Procedures
Important!
We Asked About …………
Learning Management & Delivery
Learning Management
Only 25% UK businesses have an LMS
LMS not learner friendly
Mobile……..
Social………
Open……….
Top 10 SME L&D Requirements
1. Budgets – More for Less!
2. Speedy Search & Identification of Courses
3. Time Away from Work Place
4. Quality Assurance of Materials
5. Quality of Learning Materials
6. Ease of Access to Courses
7. Learning Needs Assessments
8. Contextualisation
9. Tonality and Personalisation
10.Control of Learning Culture
Top 10 Corporate L&D
Requirements
1. Budgets – More for Less!
2. Quality of Learning Materials
Speedy Search & Identification of Courses
4. Tonality and Personalisation
5. Time away from work
Ease of Access to Courses – Self Scheduling
Quality Assurance
Contextualisation
Learning Needs Assessments
Control of Learning Culture
And Those Interns…………..
Training provided by many employers did NOT bring a positiveresponse
Interns felt Induction and Compliance provisions to be
very poor, - f2f or just policy documents that had to be
signed!
REQUIREMENTS/CONCERNS:
“Ability to get what I need to know when I want”
“Ability to go back to learning to check”
“Find out as I am working in my job”
“Don’t feel stupid having to ask really simple questions – but
want re-assurance”
“Not interrupting my colleagues”
Their Solution…..
Like training resources to be permanently online
so they could go back and refresh themselves
Facility to test their knowledge and also practice
before having to do the real thing.
An E-learning system that could record all their
training, so everything they have done is kept in
one place.
The Students Did However Say………
‘They wouldn’t want e-learning to be the only
method of training. They would like a mixture of
both face to face and e-learning’
You Said ……..ZERO?
3 Ways
To
Deliver
a
Zero Training Budget
So - Where are We Now?
Doing Nothing is Not an Option in the Long Term
• Training Budgets Under Massive Downward Pressure…
Doing NOTHING only works for a while……..
• Compliance and Regulation WILL Get You….
• Performance WILL Suffer….
• People WILL Leave…
Doing NOTHING is a COST
Use Your Buying Power
IT vendors
Consultants
Specialists
Accountants
Lawyers
Coaches and Mentors
All Providing Training in a Way
HOW?
Usually ad-hoc, face to face, and often not flexible or atthe point of need
Tell them to productise it (maybe not all of it)
Procedural
Instructional
Informational
Tell them you want it as e-learning…and how you wantit…tagged, video, PdF, module, etc…
They Will Thank You One Day…..!
Why e-learning?
Its with you and your team 24/7
Its on Demand at the Point of Need
Its Flexible and Bite Sized
Its of a Standard that will Work
Its Consistent
Modern Learners will Appreciate it
It will Save your Company Money….
Time Away, Immediate Solutions etc…
Create or Source your own
e-learning
Now very easy to Convert and give Audio
to those Power Points
Video those little pep talks
Create courses in Facebook for FREE
Source Open (free) e-learning
3 Scary Concepts…..
………….For the Future
FLATMAG’S and Open Learning
BYOD
Bring your Own Device
BYOC
Bring your Own Content
The World is Flat: Thomas Friedman
(A brief history of the 21st Century)
MAGSFLAT
Our New Worlds of Learning
Spend and Save:
The Corporate FLIP
We All have to Pay for Compliance………..
…………….in some way
In- house trainers
External providers
External courses
A Flip
Compliance…..Performance…..Qualification
e-learning v instructor led learning
e-learning
CLASSROOM
VOLUMECOMPLIANCE
FOCUSREACH
STABLE
CONTENT
NEED TO
STANDARDISE
HIGH DISPERSED YES YES YES
LOW LOCAL NO NO NO
An Effective Approach
Define and Determine
Design & Develop
Deploy
What type of e-learning?
• Bespoke – work with a developer
• Games/Immersive learning – Is this level of interactivity needed?
• 3D
• Rapid – Develop in house or with a developer
• Templates – standardise your delivery / invite user content
• Authoring Tools – Jackdaw etc
What Type of Delivery?
One delivery method or cross platform?
•LMS – Learner Management System – track the learner
•Desktop
•Mobile – iPad, Smartphone, Games Console
•Social Networks
The Design Document
• Course Title
• Purpose Statement – derived from needs analysis
• Audience
• Duration – bite size or more?
• Pre-requisites – if any
• Learning Objectives
• Constraints
• Content – Context - Learning Activities
• Transfer of Learning Strategy
• Evaluation Strategy
• Content Sourcing – what do you have v what do you need
Frank J Troha – Designing Training
Request for Quotation
A successful e-learning project needs the right supplier!
A well written Request for Quotation mitigates success.
RFQ demonstrates Understanding
•Learning Objective
•Where you are now
•Where you want to be
•What timescales
•How to get there – choosing the right supplier and the right delivery
•The Desired Learning Outcomes
•The Audience
•The BUDGET
Metrics – Impact on the Business
Financial
£ Budget Recovery – ROI
£ Efficiency (cost per learner
hour consumed)
% of L & D Spend
People
Learner engagement score
PDP/CDP Completion levels
% of activities attended
Staff turnover levels – pre-post
Business
% of staff receiving training in
given time period…
Increase in Time to Proficiency
% of knowledge increase – pre and
post testing
Accreditations and certifications in
Business critical subjects?
L & D
Quality rating – User reaction
Productivity (consumed hours/L& D effort
hours)
Number of learning hours available &
increase over previous year
Increase in learning hours consumed
Useful Metrics for Balance Scorecard
