Transcript Using the well-being lens

The Future of HRM:
Using the well-being lens to add
value
Ivan Robertson
Robertson Cooper Ltd
&
Universities of Leeds & Manchester
CIPD Centenary, Chester University
November 2013
Overview
• Why psychological well-being is important
For organisations
For individuals
• Using the well-being lens
Change
Recruitment & Selection
Leadership & Management
• Other new opportunities?
When it goes wrong at work
Short-term
Long-term
Mentally or physically ill
Present but at risk
Engaged and well
Permanently out of
work
Unhealthy
organisational
practices
Why well-being matters:
For organisations
Some studies:
• Cropanzano and Wright (1999) Five
• Donald et al., (2005) – almost a
year longitudinal study of
quarter (23%) of variance in
psychological well-being and
employee productivity (sample of
performance. Strong correlation
16,000UK employees) is explained
between well-being and work
by:
performance
- Psychological well-being
• Taris & Schreurs (2009)
Client satisfaction (66 organisations,
- Perceived commitment of
r=.29)
organisation to employee
• Ford et al., (2011)
- Resources and communications
Overall performance (111
organisations, total sample 10,000+,
r=.40)
Why psychological well-being
matters
Why psychological well-being
matters
• Cardiovascular risk
Blood pressure
Cholesterol
HR variability
• Weight/Diabetes
Glucose regulation
Protein & fat metabolism
• Immune system
Inflammatory processes
Autoimmune problems
Why psychological well-being
matters
But how big are the effects on mortality and health?
• Twice as likely to have died (2,800 people, two year
follow up; 850 people, five year follow up)
• Live 6-10 years longer (healthier and happier)
• Size of effect similar to other well-established risk
factors (e.g. smoking, diet)
Sources: Ostir et al., 2000; Wilson et al., 2003; Diener & Chan, 2011)
Why does it matter?
35
30
25
Positive W/being
scores
20
Moderate
W/Being scores
15
10
Low W/Being
scores
5
0
% Colds
Cohen et al., Psychosomatic Medicine, 2003
Using the well-being lens
• Organisational change
• Career transitions
Placement
• Recruitment & selection
Promotion
• Leadership &
Retirement etc
Management
• Attracting candidates
• Induction
• Job design
• Learning &
development
Using the well-being lens
• Organisational change
• Career transitions
Placement
• Recruitment & selection
Promotion
• Leadership &
Retirement etc
Management
• Attracting candidates
• Induction
• Job design
• Learning &
development
Change has evolved
• ‘The only constant in business is change’
• 90% of businesses experienced change within the
past year (CMI)
• 82% of leaders anticipate change over next year…
• …yet roughly 60% of change efforts fail (ValuesPartnership)
• One of the top three causes of ‘troubling’ stress
• Well-Being & resilience now key to success
Altering your change curve
Adapted from Kubler-Ross (1997)
Always expect initial periods of uncertainty and anxiety…
• High well-being individuals embrace change more readily
• What could the percentage efficiency gain be?
•
Organisational change
• Communication
• Measurement, feedback & follow up
• Build resilience
Resilience & well-being during change
Communication
• Over-communicate
• Ensure “Organisational Justice”
• Emphasise well-being rather than employee
engagement or alignment etc…
Well-being Vs Performance?
Behavioural factors linked to positive PWB
• Less distraction from work tasks due to psycho-somatic
complaints etc...
• Better memory (poor PWB= bias towards negative events)
• Motivation and self-efficacy
• Flexibility and originality
• Response to unfavourable feedback
• More positive judgements about others
• Higher levels of “Engagement”
• More productive
and...
• Are likely to live longer … be sick less often … and have
happier work and home life
Ford et al., 2011; Lyubomirsky, King & Diener, 2005
Resilience & well-being during change
• Communication
• Measurement, feedback and follow up
• Build resilience for all of the workforce
Resilience training
Focus on the six key workplace factors
Resilience & well-being during change
• Communication
• Measurement
• Build resilience for all of the workforce
Resilience training
Focus on the six key workplace factors
Pressure – the conventional view
Poor performance
Pressure
Strain/Stress
Sickness/absence
Poor work
relationships
Retention and
turnover problems
Challenge & Hindrance Pressures
• Hindrance pressures
- Role ambiguity
- Poor work relationships
- Work overload
- Job insecurity
• Challenge pressures
- Workload
- Time pressure
- Job scope
- Responsibility
Pressure
Type of
Pressure
Strain Job
satisfaction
Hindrance
0.48
Challenge
0.21
Commitment Turnover
Withdrawal
Pressure
Type of
Pressure
Strain Job
satisfaction
Commitment
Turnover
Withdrawal
Hindrance
0.48
-0.66
-0.63
0.25
0.23
Challenge
0.21
0.24
0.29
-0.06
-0.02
Podsakoff et al., 2007
Performance
Pressure & Performance
Rust-out space
Motivation at risk
Not enough
challenge
Motivated & Well
High performance
and enjoyment
Rust
Out
Pressure
Burn-out & stress
psychological
well-being at
risk
Burn
Out
Pressure, performance & well-being
• Demands
• Control
• Support
Johnson & Hall, 1988; De Lange et al., 2003; O’Driscoll & Brough,
2010
The “6 essential” sources of
(hindrance) pressure
• Resources and communication (Pressure from lack of resources or
information)
• Control and autonomy (Limitations on how the job is done or freedom to
make decisions)
• Balanced workload (Peaks and troughs in workload, difficult deadlines,
unsocial hours, work life balance challenges)
• Job security & change (Pressure from change and uncertainty about the
future)
• Work relationships (High pressure relationships with colleagues,
customers, bosses)
• Job conditions (Pressure from working conditions or pay and benefits)
Resources and
Communication
Control
Work Relationships
Balanced workload
Job Security
& Change
Job conditions
Psychological
well-being
&
coping
behaviour
Sustainable
performance
Using the well-being lens
• Organisational change
• Career transitions
Placement
• Recruitment & selection
Promotion
• Leadership &
Retirement etc
Management
• Attracting candidates
• Induction
• Job design
• Learning &
development
Recruitment & Selection:
Current approaches
• Psychometrics
Ability tests, e.g. verbal, numerical, spatial, general mental ability
Personality assessment
• Interviews
Structured, e.g. behavioural, situational
“Psychological”
•
•
•
•
Biodata
Work samples
Situational judgement
Assessment centres (including work samples, situational,
psychometrics and interviews)
Current approaches
• Focus on performance & competencies – not wellbeing
Maximal performance … not, sustainable (typical)
Performance … not performance under pressure
Can someone do it … not, will they flourish?
Selecting for performance AND
well-being
• Sources of pressure differ for different jobs
A Job “pressure profile”
• People differ in how well they can cope with different
sources of pressure
A Person “pressure profile”
Profiling the job
Job profile
Resources
and
Communication
Control
Work Relationships
Balanced workload
Job Security
and Change
Job Conditions
Source of pressure in the job
Lo…………………………………….Hi
Profiling the person
Troubled by this
Yes…………………………………….No
Resources
and
Communication
Control
Work Relationships
Balanced workload
Job Security
and Change
Job Conditions
Comparing the job and the person
Job profile
Person profile
Resources
and
Communication
Resources
and
Communication
Control
Work Relationships
Balanced workload
Job Security
and Change
Job Conditions
“Matching”
Score
Score indicates
if person is
likely to
“flourish” or be
“troubled” in
the role
Control
Work Relationships
Balanced workload
Job Security
and Change
Job Conditions
Collaboration to develop tool
Expected outcomes
• A new, simple tool that can be used to help ensure that
recruits are better able to withstand the pressures in a job.
• Information for collaborating organisations that gives them
insights into the “pressure profile” of each of the jobs that are
included in the research.
• An executive report summarising the work done and the main
outcomes.
• Preferential access to the tool for collaborating organisations.
Using the well-being lens
• Organisational change
• Career transitions
Placement
• Recruitment & selection
Promotion
• Leadership &
Retirement etc
Management
• Attracting candidates
• Induction
• Job design
• Learning &
development
Leadership & management
• Management/leadership behaviour related to:
Burnout
Health complaints
Psychiatric disturbance
Even when controlling for: age, health practices, support
from other people at work, support from home, stressful
life events, and stressful work events.
Gilbreath and Benson, 2004 Gilbreath et al, 2012
Leadership and Management
• Common well-being framework & language
Leadership and Management
• Understand Leadership Impact
• Develop leaders who can manage for performance AND Wellbeing (balancing challenge & Support)
New opportunities?
Mentally or physically ill
Occupational
Health
Present but at
risk
Engaged and well
HRM
Health and
Safety
Using the well-being lens
• Organisational change
• Career transitions
Placement
• Recruitment & selection
Promotion
• Leadership &
Retirement etc
Management
• Attracting candidates
• Induction
• Job design
• Learning &
development
Resources
• ‘Good Day at Work’ for free well-being resources:
www.robertsoncooper.com/gooddayatwork
• Free i-resilience report
• Free Whitepaper on Change & Well-being
• [email protected]