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Independent consultancy, leadership training & wellbeing programme development
leading the business of wellbeing
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leading the business of wellbeing
Investing in the health and wellbeing of employees makes good business sense. Wellbeing4business Ltd is a leading health and wellbeing consultancy, working with organisations to audit occupational health, develop wellbeing strategies, restructure service provision and develop bespoke products that engage the business and its employees. About us Wellbeing4business Ltd has assembled some of the UK's leading experts in health, safety, occupational health and wellbeing to provide independent strategic advice to organisations. As some of our consultants are currently part of the Government Strategic Group we know that any consultancy we offer is in line with the Governments Health, Work and Wellbeing Strategy. We have over 20 years experience in providing services that promote the importance of good health and by implementing evidence based programmes that are relevant, engaging and achieve the desired business effect.
Independent Consultancy Occupational Health Audits and Business Reviews Wellbeing Strategy Development and Implementation Data Intelligence Occupational Health Restructuring and Interim Management Procurement support
Some of our clients:
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Occupational health audits & business reviews
Occupational health restructuring and transformation
Occupational Health Business Reviews enable an organization to audit efficiency, effectiveness and value. Our consultants have over 20 years experience in a wide variety of sectors and in auditing Occupational Health.
Occupational health business transformation allows significant enhancements to be made to in house services or enhancement of service provided by external suppliers. Our team of consultants specializes on transforming systems, policies and processes to achieve business wins and enhanced service delivery.
Outcomes of reviews are usually: • Better cost management • Improved service delivery • Increased visibility, leadership and business integration • Defined strategy and action planning The future is healthy The Trust is committed to safeguarding and enhancing the wellbeing of its people to improve their quality of life, improve morale and engagement, improve reputation and create a positive culture which provides high quality patient care to employees and our community. We recognise the value and importance of our people and ensuring that we all play a part in creating a safe, healthy and balanced working environment.
Our Occupational Health and Wellbeing Strategy We are committed in establishing a culture that drives the prevention of injury and ill health and encourages individuals to achieve a beneficial work and home life balance. To do this our strategy is to build an Occupational Health and Wellbeing Centre that provides support, guidance and information that give people the impetus to choose to take control of their ‘personal wellbeing’. The Centre will provide an integrated and cost effective service to all employees and meets the business needs of managers and the Trust.
Visible, Recognised, Valued by all
Wellbeing for Life Programme
Integrated Data Management
Occupational Health and Wellbeing Centre
HR/Legal/ Management Support
Psychological Services Short Term Attendance Management Case Management
Brand and Communication
Occupational Health Services
Imagine a Trust where: Employees: • take ownership of their health and wellbeing and have access to personal and confidential support when needed • receive coaching to change unhealthy behaviours and work in a safe, engaging and balanced environment • understand the Attendance Policy, take ownership of their personal attendance and are recognised for good attendance Managers: • recognise the value employee wellbeing plays in creating a happy and engaged workforce • comply with regulatory requirements to reduce risks and ensure a safe, healthy and balanced environment. • are confident and committed to lead and manage attendance effectively: • receive attendance data that is real time, informative and reliable • receive fast, efficient support from the Occupational Health and Wellbeing Centre • deliver a standardized and consistent approach to attendance management • manage persistent offenders • return people to work more effectively with effective case management support
Where are we now?
This review will outline the good work being done by the Occupational Health and Wellbeing Department whilst also highlighting options for future development. The existing service currently meets a range of demands required by the Trust. However, we believe that the changes which may be recommended will assist in improving the quality of the service and moving the service forward to meet the increasing demands of the changing workplace and changing customer needs. A re-focussed, modern, proactive occupational health service not only improves employee health, reduces employer liability and improves legal compliance, but also improves the overall well-being, productivity and performance of the organisation. This also enhances and improves job satisfaction and morale in the occupational health team.
Intervention Level Intervention necessary
Occupational health internal
Occupational health external
“ A 21C Service”
Competence in these areas • Occupational Health Core Services
• Case management – process and structure • Long term absence management – case resolution • Environment/facilities at Good Hope • Clinical governance • Brand, visibility, image and communication • Resource management • IT and data management
• Case management – patient satisfaction and skill level of staff • Environment/facilities at Heartlands and Solihull • Health surveillance process • Musculoskeletal programme • Mental health programme • People management • Existing wellness programmes • Health education and the promotion
• OH spends 50% of time serving external clients • There is no business plan for external business • OH is not profitable and is making a loss if ORR are applied • Prices are considerably lower than market prices
• OH delivers a wide range of OH solutions to local businesses • OH has grown into a credible SME business without sales and marketing support
Merit Level Excellence in these areas • Psychological and physiotherapy treatment services • Policies
• Equipment • Health surveillance clinical skills • Knowledge of NHS health hazard and risk
• OH generates a contribution to the Trust • OH generates respect from local businesses for providing a high quality service
• Turnover is 9.3% • Absence is 5.31% • Accident data is a cause for concern • Health is affecting performance • There is no ownership of cost
Corporate integration and culture
• Wellbeing culture – negative/reactive • Identification of Wellbeing with CSR and Corporate Vision • Definition of employee health and wellbeing • Branding and visibility and strategy • Integration of HR, OH, H&S, Treatment, Unions, Management • Integration of core service
• Associated wellbeing policies • Associated areas – grievance, disciplinary, flexible working etc
• Corporate commitment • HR commitment • Employee commitment
• Management confidence in managing wellbeing is fairly good
• Wellbeing culture • Medical issues - Migraine/headaches, back/spine, sinusitis/hay fever, IBS and Asthma • Mental health, musculoskeletal health and work life balance are major future risk factors • Sleep, obesity and inactivity are lifestyle health issues
• Employees value Wellbeing very highly • High readiness to change • Varied communication methods • High awareness of blood pressure sugar and cholesterol
The Occupational Health and Wellbeing Centre will: • Work in the business • Become a beacon of excellence • Improve employee health, wellbeing and morale and thus provide better healthcare provision our patients and community. • Provide an integrated, high quality and visible service • Empower our employees to take control of their own personal wellbeing • Educate and support managers in understanding the role health and wellbeing has in performance and leadership functions • Return people into work efficiently and keep them there. • Reduce the cost of absence and staff turnover on the business • Ensure the Trust complies with legislation and protect the business and its employees • Promote a health conscious culture and encourage and empower our people to improve their health • Be metrics driven and have clearly defined standards • Provide best practice interventions suitable to business needs • Accommodate peoples diverse requirements
• Data management processes and information • Short term absence – process/enforcement • Long term absence – process/case management • Management confidence and commitment • Prevention strategies
• Trust wide data is becoming more readily available
Reviews cover: • Budget vs. Wellbeing4business spend benchmark • Process mapping • Clinical governance, processes & policies • Facilities and equipment • Integration with organization & suppliers • Data management • Leadership • Contingency planning • Data management, SLA’s and KPI’s
• Turnover Trust wide is 9.3% (UK average 2007 is 18.1%, public sector average is 13.7%). The CIPD estimates an average cost of £7500 to replace an individual, equivalent to £6.3m. Our estimation is closer to £30m when one considers gap periods, replacement periods, cover admin costs, recruitment, and advertising and estimated loss of productivity prior to leaving. • Absence Trust wide is 5.31%, (UK public sector average 2007 is 4.5%, and health sector is 5.5%). Absence costs the trust an estimated £16m per year (NHS Trust estimate - our estimation is closer to £29m). The impact on services and continuity of care is equivalent to a hidden workforce of approximately 900 people per year (based on an average salary of £24.k). In addition to these costs, the Trust anticipated that 1267 shifts were booked to cover sickness during December costing an equivalent of £105 per shift = £133k, representing an annual cost of £1.6m. • From April to January 08 the number of absences opened in the period was 15885 and total number of days lost was 126571 days. 47% of employees have recorded <3 days absence during the period. Short term absence (less than 5 days) account for only 17% of total days lost and represents 73% of all occurrences. Monday is the most common day for absence starting. Long term absence (above 10 days) accounts for 73% of total days lost and represents 16% of all occurrences. 2789 people. 35 people account for 8368 days a cost of approximately £1.8m.
On a conservative basis (using £16m absence and £6m turnover) the costs of absence and turnover equate to £60k per day and £2500 per hour (based on 24hour day). 30% of employees account for 92% of all absence at a cost of approximately £19m
Linda Davies HR Attendance Health and Wellbeing Team, DVLA 2009 “Can I just thank you for your contribution to the OH review which has helped us redefine our OH requirements and to develop a strategy for taking forward the health and well-being agenda for staff at DVLA. Your last piece of work on Health and Wellbeing metrics will also help improve the development of our management information”.
Sue Guest Head of Health Safety, E.ON UK 2007 “Working with Wellbeing4business Ltd has been truly worthwhile for E.ON UK. We realised that we needed to develop a stronger foundation for employee wellbeing. The audit and strategic consultancy helped us to develop a wellbeing strategy which enabled us to see how we could integrate our safety, health and work life balance activities.”
Gaynor Burgess, HR, Stoke On Trent College 2008 “I found the audit process to be very thorough and comprehensive; it resulted in a strategy which was well informed by a wide range of thoughts, insights and opinions from staff, managers and Trades Unions. The College now has in place a health and well-being strategy which will take us forward for the next four years with the key objective to have a demonstrable impact on business results.”
Consultancy services include: • Procurement support • Restructuring personnel • Merging occupational health departments • Leadership mentoring or interim management • Clinical governance management
• Data management • Wellbeing strategy development • Mental health and musculoskeletal strategy development • Development of efficient administrational processes • Communication and branding • Compliance and risk management
Angela Huxham, Director if Workforce Development. Kings College Hospital NHS Trust "Staff absence at King's was already well managed when Wellbeing4business highlighted just where our processes, administration, efficiency and most importantly our service to the Trust could be enhanced. The transformation is supported by a new 'employee assistance programme' and has coincided with a move to 'fit for purpose' accommodation. The new service was officially launched in October 2010 by Dame Carol Black. The service has improved visibility within the Trust and the team is enthusiastic about their role in enhancing the quality of patient care."
Rodney Semple, Business Efficiency Manager, Business Management Directorate, Gloucestershire County Council, May 2010 We found Wellbeing4business very easy to work with. You were able to offer us a combination of medical expertise and OH business acumen that allowed us to make significant improvements to our service. We reduced costs by 15% and improved the reputation of OH. We would be happy to work with you again.
Bev Edgar, Director of Workforce NOC NHS Trust 2009 “Mark is always keen to explore the most efficient way to deliver all types of employee services and is a specialist in identifying best practice in Occupational Health and Employee Assistance Programmes. His many contacts enable him to navigate provider services in a cost effective way and often results in considerable savings for employers. The Wellbeing4business approach is not solely based on saving money but fosters an open and transparent culture that ensures staff are more forthcoming in communicating any long term health problems without feeling the need to hide their reasons for missing work. This holistic approach ensures the physical, psychological and social health of employees is understood and shared with managers and HR team alike..”
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Managing absence and stress Managing attendance and especially mental health requires a clear strategy, efficient processes, reliable data and confident managers. Our team of consultants have a proven track record in developing strategies that help keep people well and processes that provide fast and efficient rehabilitation back into work • Review of management referral processes and case management • Definition of the cost of absence • Identification of quick wins and long term strategy
Employee wellbeing programmes engage ownership on key health risks and help people to develop rituals that improve engagement (home and work) and performance.
Consultancy services include: • • • •
Bespoke product development Procurement support - EAP’s, wellbeing services E-learning tools and programmes Video and podcast development
Consultancy services: • Review of policy, process and procedures • Analysis of absence and wellbeing data • Review/development of training programmes for line managers
Developing employee wellbeing programmes
Mandy Coalter, Director of HR & OD, Heart of England NHS Foundation Trust 2008 “It was important for us to have a better understanding of sickness absence in our organisation and move our approach from one of managing illness to that of proactively promoting the health of our workforce. Sickness absence has a significant impact on patient care and productivity and is a real priority for the Board. The audit done by Wellbeing4business is enabling us to focus our action and ensure we are using our resources appropriately. Wellbeing4business brought to the table a wealth of experience in the Occupational Health and Employee wellbeing field and gave us a clear independent view of where we are. Sickness absence has a significant impact on patient care and productivity and is a real priority for the Board. Wellbeing4business enabled us to fully assess how we should tackle absence and promote a positive well being culture. As a result, long term absence has reduced by 30% and our overall absence rate has dropped. We have seen real cost savings as a result, but more importantly it means our staffs are well to care for patients.”
leading the business of wellbeing
Please contact Wellbeing4business: Tel: 01257 451 487 Email: firstname.lastname@example.org or visit us at www.wellbeing4business.co.uk for further information. Copyright 2010 Wellbeing4business Ltd
Jenny Wallage, Head of Employee Support, Marks and Spencer, June 2010 “Mark Holt-Rogers and the Wellbeing4business team have been an integral and influential part of our Business plan to successfully launch a Corporate Wellbeing offer at Marks and Spencer. Mark has offered experience, insight, focus and innovation in a broad range of areas, both in terms of IT technical issues and in wellbeing content. These skills have enabled us to successfully launch our website with our 65,000 employees in May 2010. This bespoke employee offer has been highly successful within our business. On a personal level, I have found Mark to be supportive and excellent value for money. He is prepared to share his contacts and experience for the benefit of the Company he is working for. I would have no hesitation in recommending Wellbeing4business to any business considering using the services which Mark and his team specialise in providing”