Introduction A strategy to develop the capacity, impact and profile of allied health professionals (AHPs) in public health was published in December 2015. It was produced by Public Health England (PHE) and the Allied Health Professions Federation (AHPF) representing the AHP professional bodies1. The strategy set out a vision for the role of AHPs in public health including strategic goals and plans to measure success. The strategy was intended to help AHPs, their professional bodies and partner organisations, to further develop their leadership in public health, share best practice and embed preventative healthcare into roles and services. The vision was for AHPs to be recognised as an integral part of the public health workforce, with responsibility for designing and delivering improvements to health and well-being and reducing health inequalities. Strategic goals agreed in the strategy were: 1. The future AHP workforce will be fully equipped with the skills, knowledge and attributes to promote the health and wellbeing of individuals, communities and populations. 2. AHPs will be able to demonstrate their impact on population level outcomes through robust evaluation and research methods. 3. AHPs will be a go-to public health provider of choice. 4. The excellent relationships that exist between AHPs and strategic public health leaders at local, regional, national and international levels will be fully utilised. 5. Effective leadership at every level will support AHPs to be an integral part of the public health workforce. This report describes the actions and impact across the five goals of the strategy.
To learn more visit: http://www.ahpf.org.uk/files/AHP%20Public%20Health%20Strategy_Impact%20Report.pdf
An employer that understands mental health is better able to support and encourage staff to be more open about their mental health. To fully understand mental health, an employer should:
Recognise what mental health is and what mental ill health actually means.
Identify the causes of mental ill health in the workplace.
Recognise the stigma associated with mental ill health and consider how this can be removed from its workplace.
Know its legal obligations to staff.
What is mental health?
Mental health is the mental and emotional state in which we feel able to cope with the normal pressures of everyday life. Positive mental health is rarely an absolute state. Factors both in and out of work affect the mental health of staff and move them up or down a spectrum that ranges from good to poor. For example, an employee may generally have positive mental health but a relationship break up may trigger a period of depression moving them into poor mental health. Alternatively, an employee with a mental health condition, such as depression, may have developed coping strategies that Promoting positive mental health in the workplace are working well and mean they move into having positive mental health.
For more information see link: http://www.acas.org.uk/media/pdf/s/j/Promoting_Mental_Health_Nov.pdf
Any teacher will tell you two things: 1) by far the best way to get to know a subject is to teach it and 2) students have a knack of helping you see your subject from a different perspective. So, here are the top seven things I have learned from a year or so of running mental health awareness courses for managers:
Managers get it
Walking into the first of these courses, I was convinced that getting a group of managers to engage with mental health wasn’t going to be easy. I thought many of them might look on the course as just more HR BS, and that most of them, particularly the men, would probably rather be tasered than talk about things like stress, anxiety and depression. I couldn’t have been more wrong. In short, these managers showed they got it. They understood that mental health is part of the human condition and that knowing about it and being able to talk about it was only going help them do a better job of managing their staff.
The stats are about right
Having worked in the sector, I have always been just a little wary of the numbers quoted by not-for-profits. So, when I first read the statistic that one in six people in the workplace are experiencing a mental health issue, I was bit sceptical. Was that really true? Were one in six of my colleagues experiencing a problem right now? It didn’t quite stack up with my experience. Now, having run a large number of these courses I can say the figure is about right. On practically every course, two or three out of the dozen attendees have admitted to experiencing some form of mental health issue.
Suicide isn’t painless
The number the managers coming on these courses found the most shocking wasn’t the one-in-six stat, but a much larger one: 5,821. That’s the number of suicides in the UK in 2017. When I put it on the screen, there is always a collective intake of breath. And in turn, I was surprised by the number of attendees whose lives have been touched by suicide. On nearly every course there have been two or three people who have been affected by the loss of a relative, friend or work colleague. Their stories highlighted how much pain and trauma a suicide leaves behind, even in the workplace. So, the lesson is that we still have a way to go in talking more openly about suicide and being ready to step in to prevent it.
Stories are everything
When my colleagues and I were developing our course we were determined to keep the amount of lecturing and the number of slides to a minimum. We knew that this was a subject where discussion had to be the main route to learning. We certainly got that right. But we underestimated the significance of lived experience. By far the most important element of the course were the “this is how it was for me” moments –people telling their stories of mental health at first hand. Which leads me to number five….
People are more courageous than you think
One of the things that really surprised and impressed me was how willing attendees were to speak about their own experiences of mental health. On nearly every course, two or three people stepped forward and talked openly about their mental health issues – and this in front of a dozen or so of their peers. Their courage has been humbling and uplifting in equal measure. And what it tells me is that this is a mountain we really can move – we can change attitudes and we can normalise being open about mental health in the workplace.
All we have to do is not screw it up!
In these these courses, when I ask the question – Do you agree with this statement: “In general, work is good for your mental health”? – the answer is almost always a resounding “Yes!” And people can very rapidly reel off why it is good for you: it’s the challenge, the sense of purpose, the feeling of achievement, the learning, the belonging, the camaraderie….. It doesn’t take them long to fill a flip chart. So, good mental health at work, is to a large part, about not screwing it up.
Bowls of fruit aren’t enough
I am really impressed how far we have come in the last 10 years. Sometimes I still have to pinch myself to believe the extent to which major companies are investing in mental health training. It’s a giant leap in the right direction. But what I have learned from listening to these managers is that training on its own, and some of the other easy to do wellbeing tactics, like bowls of fruit in the workplace and mindfulness sessions, aren’t quite enough. So, I am looking forward to the next phase of this journey, where we get serious about the harder to do stuff. Like how we structure work, manage relationships and get the level of challenge right, so that everyone has a great day at work, everyday.
With so much to go at, it’s tempting to rush into a wellbeing programme and start kicking-off initiatives left, right and centre. But if you want your wellbeing programme to have traction and longevity, and not be written off as just another HR fad, it is worth taking the time to do your research, think it through and plan the implementation up front.
2. Before you set off, work out where you are
Before setting out on your wellbeing journey you need a clear idea of where you are starting from. You need to establish a baseline from which you can identify your priorities and measure your performance. Good ways to establish this baseline include:
Collating as much wellbeing data from existing source as possible, such as: sickness absence rates and costs, accidents/incidents, referrals to Occupational Health, employee retention, amount of training and the results of appraisals.
Conducting an employee survey. To provide the data you need to form an effective baseline and identify priorities, the employee survey needs to be wide-ranging, covering areas such as: physical health (BMI index), smoking and alcohol consumption, exercise, motivation and recognition, work load, working environment, relationships (colleagues, managers), communications, mental health (stress, anxiety) and work life balance
There are now a number of proprietary wellbeing surveys available that cover the whole of the agenda and can be tailored you organisation.
3. Develop your own wellbeing programme and priorities
While published wellbeing standards and frameworks can be really useful, you don’t have to be constrained by them. There is merit in working out what wellbeing means for your organisation and developing your own programme, based on a Plan-Do-Check-Act cycle. Equally, the wellbeing agenda is so large and wide-reaching, it is difficult to address it all at once. From the baselining exercise you will be able to identify what the priorities are for your organisation and what areas of wellbeing you want to focus on. You don’t have to do it all at once.
4. Make sure you mean it
You will have a greater chance of success if you and your organisation recognise that wellbeing is a strategic programme. The implications of this are:
it is long-term, i.e. it needs to be planned, funded and sustained over a number of years;
it should be to be integrated into the overall business plan, rather than an HR add on, so it should be clear how the wellbeing programme relates to the overall business objectives;
it will need support, buy-in and engagement from across the organisation.
5. Gain top level commitment and engagement
This item appears at or near the top of the “to do” list for any change management programme, and it’s particularly true for wellbeing. It is important that the Chief Executive and the senior management team:
understands what wellbeing is all about;
recognise its place in the strategic plan;
are willing to endorse it and lead by example.
Things that help with this include:
developing a clear business case for the programme;
collating peer information – what similar organisations have done or are doing;
using appropriate communication to engage senior staff.
You need to be able to give a clear and credible answer to the question “How is the wellbeing programme going to improve our bottom line?”
6. Identify and involve your stakeholders from the start
If people are involved in planning and designing the programme, they are much more likely to actively support it. Key groups that you may need to think about include:
Health and Safety and Occupational Health staff
Take the time to do genuine consultation from the start, i.e. “This is what we are planning, what do you think?” Give serious consideration to setting up a Wellbeing Project Steering Team, with representation from all the stakeholder groups, to lead and co-ordinate the programme.
7. Get the communication right
Successful wellbeing programmes depend on the engagement of a large number of people, so good communications is critical to success. Tips include:
Take the time to work out a clear and easy to understand statement, free of HR -speak, of what wellbeing means for your organisation. You don’t even have to use the word “wellbeing”, for example, BT branded their programme “Work Fit”.
Use language and messages that are appropriate to your audience and its culture – what might work in a desk-bound call centre probably won’t resonate on a construction site.
Make an effort to make your material relevant and engaging – there are an awful lot of terminally dull wellbeing policies out there – make it fun, human and inspiring.
Use a range of media and methods to get the message across – face-to-face, social media, intranet, newsletters, email video.
The next venue for our popular Mental Health Awareness for Managers course is Worcester in February.
14th February 2017
Worcester County Cricket Club
£220 per person
This course is designed to help managers promote the mental well-being of their staff and support employees who may be experiencing mental health problems.
Mental health problems, such as stress, anxiety and depression, are one of the top three causes of sickness absence in the work place today. Managers and supervisors have an important part to play in addressing this issue – their behaviour has a significant impact on the mental wellbeing of their staff and they are likely to be the first people to be involved when problems arise,
Through a lively mix of discussion, personal accounts, videos and case studies, this course equips line managers with the knowledge they need to promote good mental health in the work place and support staff with mental health problems.
The course covers:
The costs of poor mental health at work.
Overcoming the stigma of mental health.
The common mental health conditions – what it is like to experience them, their symptoms and treatment.
Mental health at work and the law.
What makes for good mental health at work.
Managing for good mental health.
How to support staff with mental health problems.
Absence management and
Who should attend: Managers and supervisors with responsibility for staff, HR professionals.
To book you place online click here or call us on 01386 839427.
We can also run this as in in-house course course, please call for more information.