MANAGING MENTAL WELLBEING
Housekeeping Timing Mobiles Break Comfort Handouts and resources Lunch
WHAT WE’LL COVER Introductions Mental Wellbeing Policy and HSE guidance Things to look out for – signs of stress A new assessment tool Intro to developing a C.A.R.E. culture Your team’s Mental Wellbeing Plan Next steps to sustainable wellbeing
Introductions Your name, role and workplace 1. What winds you up? What calms you down? 2. What would you like to get from this workshop? 3. What would you rather be doing today – no limits? 4.
Health and Safety Executive 1 in 5 employees may be stressed Costing businesses £5.3 billion a year 80 million working days lost
Definition of Stress “The adverse reaction people have to excessive pressure or other types of demand placed on them” The Health and Safety Executive
Pressure versus stress Short term versus long term
WHAT DOES STRESS LOOK LIKE?
HSE MANAGEMENT STANDARDS 6 key areas of work design Health and wellbeing, productivity and sickness absence The primary sources of stress at work
HSE MANAGEMENT STANDARDS Demands Includes issues such as workload, work patterns and the work environment. Control How much say do the people have over the way they work? Support Includes encouragement, sponsorship and resources provided by the organisation, line management and colleagues.
HSE MANAGEMENT STANDARDS Relationships Includes promoting positive working to avoid conflict and dealing with unacceptable behaviour. Role Do people understand their role within the organisation and does the organisation ensure roles are not conflicting? Change How is organisational change (large and small) managed and communicated?
SCOPE OF THE MENTAL WELLBEING POLICY This supplements Tetra Pak’s written health and safety policy arrangements and contributes to the company’s health and safety management system. To provide managers with guidance to identify, manage and effectively control stressors and people suffering from stressors in the workplace. To build and maintain a culture of sustainable mental wellbeing.
POLICY Stress Ill-health conditions Contact with people who are experiencing it
POLICY To proactively manage the causes of stress through the mental wellbeing assessment and training, as well as providing support to employees suffering from it. To respond to such instances quickly and undertake a mental wellbeing assessment at the appropriate opportunity.
MANAGERS’ CHECKLIST Am I familiar with the content of this procedure? Do I know where to get further assistance? Do I need further training in any aspects mentioned in this procedure? Have I carried out a mental wellbeing assessment for work related stress in my area of responsibility?
TETRA PAK CORE VALUES Customer focus & long-term view We ensure we add value and inspire our customers because we recognise that they come to us by choice. We dare to lead with a focus beyond tomorrow and take opportunities to learn and grow. Quality & innovation We do not compromise on quality. We relentlessly drive for better, fit-for-purpose solutions and breakthrough innovations. Freedom & responsibility We have the freedom to take initiative and act decisively in the best interests of Tetra Pak and our customers. We take responsibility for our actions and contribute to the communities in which we operate. Partnership & fun We respect and rely on one another and all our stakeholders for exceptional results. We enjoy working together and celebrating our achievements.
TETRA PAK LEADERSHIP ELEMENTS Collaboration How is Drive for everyone? results
MANAGING MENTAL WELLBEING
HSE MANAGEMENT STANDARDS Demands - Includes issues such as workload, work patterns and the work environment. Control - How much say do the people have over the way they work? Support - Includes encouragement, sponsorship and resources provided by the organisation, line management and colleagues. Relationships - Includes promoting positive working to avoid conflict and dealing with unacceptable behaviour. Role - Do people understand their role within the organisation and does the organisation ensure roles are not conflicting? Change - How is organisational change (large and small) managed and communicated?
MANAGING MENTAL WELLBEING
0 – 6 in 60 seconds? 6 Lost it! 5 Critical 4 Stressed 3 Agitated 2 Unsettled 1 Alert 0 Calm
RED FLAGS forgetful, clumsy Stomach ache
THE IMPACT OF STRESS ON BODY AND MIND
YOUR TEAM’S RED FLAGS
MANAGING MENTAL WELLBEING
Legal duties and legislation - employer Health and Safety at work Act 1974 • It is an employer's duty to protect the health, safety and welfare of their employees and other people who might be affected by their business. • Risks include psychosocial risks such as stress.
Legal duties and legislation - employees Health and Safety at Work Act 1974, employees have responsibilities to: • Take reasonable care for themselves and others who may be affected by their acts or omissions. • Co-operate with Tetra Pak to enable the company to comply with its statutory duties. • Not interfere or misuse anything provided in the interest of health, safety and welfare. Management of Health and Safety at Work Regulations 1999, employees have responsibility to: • Carry out their work in accordance with training and instruction given to them. • Inform Tetra Pak of shortcomings in health and safety arrangements. • Inform Tetra Pak of any work situation representing a serious, immediate danger to health and safety.
CONVERSATIONS
Mental 1 Wellbeing Identify the stress risk factors Assessments Understand the Management Standards 5 2 Monitor & Decide who review may be Monitor, review harmed and action plan/s to how assess Prepare the Gather data effectiveness organisation 4 3 Record your Evaluate the findings risk Develop and explore implement problems and action plan/s develop solutions
MANAGING MENTAL WELLBEING
Creating a C.A.R.E. Culture • Kind in your mind Compassion • Resilience and confidence • What Went Well WWW Acknowledgment • What you’re good at Sustainable wellbeing • Planning for balance Real-Listic • Sanity space • Recharging. Joy Energisers • Eat Drink Sleep RTRN
S.C.A.R.E. Culture – scarcity of… • Beating yourself up Compassion • Criticism, blame and gossip • Ignoring success Acknowledgment Ongoing • Focus on negative morale and health • Cramming diaries Real-Listic • Over promising problems • Always drained. No joy Energisers • Ignoring basic care needs
MANAGING MENTAL WELLBEING
WHAT WE’VE COVERED Introductions Mental Wellbeing Policy and HSE guidance Things to look out for – signs of stress A new assessment tool Intro to a C.A.R.E. culture Your team’s Mental Wellbeing Plan Next steps to sustainable wellbeing
What now? www.pamburrows.com/tetrapak Techniques workshop Assessment/s in your team Monday Message PeopleBooster free App Take the quiz! www.pamburrows.com/quiz Get the book – Burnout Buster (now or Dec 7 th ) Well Being Champions
WELLBEING CHAMPIONS Supporting individuals and teams in the quest for a sustainable wellbeing culture
C.A.R.E. IN PRACTICE C - In one to one sessions - Questions about self-talk stress/task/progress/succession/promotion C - In one to one sessions – what went well? C - How does the team talk about work/each other/customers/life? A - How do you celebrate little individual and team wins? A – How to you acknowledge team progress?
C.A.R.E. IN PRACTICE R - How do you set tasks, processes, timelines and deadlines? E - When do you include energisers in the day/week/year? E - How do you encourage balance in regular habits? Does the team move, get outside, eat well? Do you have expectations, do you role model these?
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