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Healthy Staff, Healthy Profit



S e s s ion O u t lin e • What is work based wellbeing? • Why is it important? • How can we promote it? • Breakout discussion – your practice and barriers



Wor k is good for you ! There is a strong evidence base showing that work is generally good for physical and mental health and wellbeing. Work can be therapeutic and can reverse the adverse health effects of unemployment. That is true for healthy people of working age, for many disabled people, for most people with common health problems and for social security beneficiaries. The provisos are that account must be taken of the nature and quality of work and its social context; jobs should be safe and supportive.



Wh a t is wor k b a s e d w e llb e in g? Wellbeing at work is influenced by organisational and individual factors. These fall into four main categories: •Organisational factors, culture, leadership and communication (where the evidence tells us the majority of the influence on employee wellbeing lies) •Environmental supports, refer to the physical factors at and nearby the workplace that help protect and enhance employee health and safety. •Individual employee health behaviour, food, exercise, smoking, drugs/alcohol, interpersonal behaviour. •Health-related policies, including health benefits, formal or informal written statements, or packages that are designed to protect or promote employee health.



Re s u lt in g H e a lt h …. • Through these factors at work any number of specific health risks (e.g., physical inactivity, poor nutrition, tobacco use, stress), conditions (e.g., obesity, musculoskeletal disorders, mental health), and diseases (e.g., heart disease and stroke, diabetes, cancer, arthritis) can be caused…..and addressed. www.bournemouth.ac.uk


Wor k p la c e w e llin g b e in g – op p or t u n it ie s for t ou r is m & h os p it a lit y • • • •

Reduced sickness absence Reduced staff turnover Reduced accidents and injuries Reduced spending on all the above • Increased employee satisfaction • A higher company profile • Higher productivity…..



S c a le & G r owt h • According to the International Labour Organisation, the global tourism industry directly provides around three percent of global employment, or 251.6 million jobs which is one in every 11 formal sector jobs. • 2013 People 1st Employer Survey - More than a third of sector businesses (hospitality) expected their workforce to increase in the next 2-5 years



Th e H os p it a lit y Wor k for c e • 66% female • 67% part-time • 40% under the age of 30 (UK average 25%) • 22% migrant workers (UK average 14%) • 41% of waiting staff are students! www.bournemouth.ac.uk


H os p it a lit y E m p loym e n t • Often criticised for: • • • • • • •

Long/unsociable hours Low pay Shift work Part time Seasonal Physically tiring – standing/sitting Difficult environments


• • • • •

Poor image Low skilled Monotonous Time pressured Routine yet unpredictable • Lack of career prospects


E m p loye e s a r e lik e ly t o h a ve wor s e h e a lt h if: • • • • •

Employment is insecure Work is monotonous and repetitive no development opportunities are offered Workers have little or no autonomy, control and task discretion There are few supportive social networks There is an absence of procedural justice i.e. workers cannot be confident that they will be treated fairly There is an imbalance between effort and reward so that workers feel exploited (this is wider than just the pay packet)


These negative factors will then impact on the quality of service offered by staff…..


A Q u e s t ion …

•Why would someone come and work for you and why would they stay? Recruitment & Retention



Wh a t c a n or ga n is a t ion s / e m p loye r s d o? •Th r e e k e y a r e a s t h a t t h e e vid e n ce s h ows im p a c t m os t on e m p loye e w e llb e in g:

• Leadership • Culture • Communication www.bournemouth.ac.uk


Va lu e a n d Re w a r d • What can you do to make people feel they are valuable and that their efforts are rewarded?



In c r e a s e Pa y?



C a r in g G e s t u r e s • • • •

Lift/taxi home after late shifts Feed people – meals before or after work Saying ‘well done” – praise where due Home early as a reward



Tr y ou t t h e p r od u c t • • • •

Hotel room for the night… Ride all the attractions… Meal in the restaurant…. Spa treatments….



Tr a in in g • Work related • Non-work related (eg. language classes) • Mentor/buddy



Ph ys ic a l E n vir on m e n t • Comfy chair…. • Space to rest…. • Changing/Washing facilities….



Th e Wa y F or w a r d • Information… http://www.hse.gov.uk/hwwb/

http://www.health4work.nhs.uk/blog/2013/08/nice-guidance-impro • Reference People 1st (2013). State of the nation report 2013. An analysis of labour market trends, skills education and training within the UK hospitality, leisure, travel and tourism industries. People 1st. London.



Breakout Discussion: What do you think makes you a good employer? What are the barriers to employee wellbeing?



Profile for Destination Feel Good

Healthy staff healthy profit  

by Professor Adele Lakdin

Healthy staff healthy profit  

by Professor Adele Lakdin