Staff Health & Well-being
Staff well-being is an increasingly relevant and necessary consideration in the modern workplace.
Well-being at its simplest level is perhaps ultimately about personal happiness – feeling good and living safely and healthily. This means not allowing work to undermine our basic purposes and needs in our lives, and by extension those of our families and loved ones.
In this respect well-being is a hugely significant aspect of our work and careers.
Many facets of work do not necessarily impact on our core life needs.
This cannot be said for well-being and stress, whose implications run very deeply indeed – mind, body and soul.
Well-being and stress management issues are within the overall ‘duty of care’ that an employer owes to its employees, yet the consideration extends far beyond the employer’s duty of care.
The subject of well-being has broad implications for quality of life – how we choose to live, from a philosophical and fulfilment viewpoint – and in some cases potentially how long we live and whether we enjoy health and happiness, or suffer anxiety and illness, or worse.
Well-being at work is very closely linked to well-being and health in life generally.
Where well-being is eroded, people can get sick, mentally and physically.
At work particularly, pressures involving deadlines, responsibilities, task complexity, challenge, relationships, supervision, etc., can all seriously reduce our well-being, especially if we fail to recognise and deal with the risks.
Where workplace culture encourages a lot of competition and challenge among managers and staff, there can be a tolerance and acceptance of stress. Sometimes there is even a sense of bravado and pride in handling stress, where pressure is regarded to be motivational and thrilling. There is a fine line however between healthy motivation and unhealthy stress.
Understanding the risks to workers in relation to stress and well-being is an increasingly important responsibility for the modern employer.Workplace stress affects the performance of the brain, including functions of work performance; memory, concentration, and learning.
In the UK over 13 million working days are lost every year because of stress. Stress is believed to trigger 70% of visits to doctors, and 85% of serious illnesses (UK HSE stress statistics).
Stress at work also provides a serious risk of litigation for all employers and organisations, carrying significant liabilities for damages, bad publicity and loss of reputation. Dealing with stress-related claims also consumes vast amounts of management time. So, there are clearly strong economic and financial reasons for organisations to manage and reduce stress at work, aside from the obvious humanitarian and ethical considerations
The use of Life or Business Coaching and NLP as well as other techniques can equip leaders and managers with the skills to identify and assist staff before things go too far. The Paul Kelly Group can also offer workable solutions for assisting staff who may be feeling stressed, anxious or depressed.