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Silver Level - Theme 1: Enablers of Health
Silver Level - Theme 1: Enablers of Health
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Silver Starting Steps
What you need to do
Complete the organisation self-assessment of the silver level framework to establish your starting position with respect of fulfilling the silver level requirements. As for bronze level this will help you understand what is already in place and highlight areas of strengths and weaknesses on which to build your action plan. We recommend that you use the Thrive at Work excel tool which brings together your organisation self-assessment and action plan.
Tool-kit Resource
Our excel tool can assist you to complete both your Thrive at Work self-assessment and action plan using our TAW Silver level self-assessment & action plan excel tool
What you need to do
Undertake another organisation Health Needs Assessment. If your last wellbeing survey data is older than 12 months you should undertake another survey. It should address all the Thrive at Work themes but in particular it needs to include the External risks to health topics, Financial Health, Domestic Abuse and Caring Responsibilities.
Tool-kit Resource
The WMCA have developed a Staff Health & Wellbeing Survey/Health Needs Assessment (HNA) questionnaire that meets the requirements of the Thrive at Work commitment; we recommend that you either base your survey on these questions or use the Health Needs Assessment created by WMCA in order to meet the accreditation requirements.
If you wish to use the Thrive at Work online Health Needs Assessment, please email thriveaccreditation@wmca.org.uk to request for a bespoke survey link to be made available to your organisation.
A copy of the question set can be emailed to you and downloaded here copy of question set Silver HNA survey
What you need to do
You should analyse your sickness absence data over the past 12 months to find out your top causes of sickness to identify any improvements and any emerging trends to take forward into your action plan. If you have an Occupational Health or Employee Assistance programme, examine the usage. You should also consider feedback received from staff exit interviews.
Tool-kit Resource
Our Enablers of Health Summary Form, can be used to assist you in gathering additional wellbeing data and can be completed and uploaded as suitable evidence to meet Step 2.3
What you need to do
A summary of the survey results should be communicated to senior management and staff. All these components contribute to a comprehensive health needs assessment.
No tool-resource required
What you need to do
Draw up an action plan which addresses the silver level criteria, as you did for the bronze level. Include a section on what you plan to do to maintain the bronze standard. We recommend that you use the Thrive at Work excel tool which brings together your organisation self-assessment and action plan. A summary of the agreed action plan should be communicated to senior management and your staff health and wellbeing focus group if applicable.
Tool-kit Resource
Our excel tool can assist you to complete both your Thrive at Work self-assessment and action plan using our TAW Silver level self-assessment & action plan excel tool
What you need to do
Recalculate your sickness absence and staff turnover costs for the last 12 months and then compare the data with the previous 12 months or the baseline statistics, you established at the starting point of working towards the Foundation/ bronze level of Thrive. This will help to establish any savings made through reduced sickness absence and or increased staff retention due to improved health and wellbeing in the workplace.
Tool-kit Resource
The DWP Workplace Wellbeing Tool Base-line Statistics (Excel Spreadsheet) can be used to help calculate the annual cost of sickness absence and staff turnover.
Board Level Engagement
What you need to do
Ensure commitment and accountability at senior leadership for health and wellbeing by nominating a health and wellbeing lead at board or senior leadership level with clear reporting duties and responsibilities.
Why this is important for you
Senior staff being committed and engaged to improving health and wellbeing in the workplace will be beneficial as they are important role models. Employees and line managers are more likely to engage with health and well-being interventions if senior leaders advocate and participate in them too. Senior managers are influential, and committing and prioritising health and wellbeing in the workplace will help to embed health and wellbeing across the organisation’s operations and culture (CIPD, 2016).
How you can achieve this
This may include reporting feedback in board level reports, having senior managers as role models and ensuring appropriate allocation of resource.
Working closely with the health and wellbeing champion/steering group and ensuring that they are empowered to work effectively in your organisation will help you to demonstrate that this requirement is being met.
Toolkit Resources
HSE give tips and guidance on organising a steering group
https://www.hse.gov.uk/stress/standards/steering.htm
Government Guidance - Voluntary reporting on disability, mental health and wellbeing
This framework supports employers to voluntarily report on disability, mental health and wellbeing in the workplace.
What you need to do
Develop a working culture that recognises and rewards good work.
Why this is important for you
Recognising and rewarding good work is beneficial to the company as it has been shown to increase productivity and effort in the workforce. Evidence suggests that giving workers a thank you card signed by the CEO during a task significantly improves subsequent performance. In addition, recognising employees for their hard work also has a positive effect on their psychological functioning and wellbeing. Therefore, having a workplace culture that recognises and rewards good work has a positive effect for both the company (increased effort and productivity) and also benefits the employee by improving their psychological wellbeing.
How you can achieve this
Does your organisation have a culture where it is easy to say ‘thank you’? How
is good work acknowledged by managers and colleagues? Are staff Personal
Development Reviews undertaken? Do you have an appraisal process in place?
For larger organisations, a reward/recognition system must be in place. This can be financial or non-financial.
How you can show you have achieved this
- How is good work acknowledged - examples of ways managers recognise/acknowledge staff good performance.
- Examples of financial and non-financial reward scheme in place.
- Copy of staff PDR (Personal Development Review) or development plan.
Toolkit - National Resources
CIPD has guidance staff appraisals and reward fact sheets.
ENEI offer a range of events and training for members and non-members throughout the year.
Line Manager Support
What you need to do
Ensure systems are in place to manage organisational change which can be evidenced.
Why this is important for you
Conducting effective PDRs is important, benefiting the whole organisation (managers, employees, teams, customers/service users), including:
- Raised levels of performance – through feedback and discussion of work progress, achievements, learning and personal development.
- Reinforcement of working relationships – through recognition and praise which lead to renewed motivation and higher morale.
- Mutual understanding – about tasks, objectives, development and progress.
- More focused work – through reinforcement of organisational goals,
priorities and action planning. - A formal record – of achievements, new goals, objectives, personal development and any performance issues that need to be resolved.
How you can achieve this
In order to help people maximise their potential it is important they are given opportunities at work. These can be formal or informal. Learning and development opportunities and activities should be linked to performance development reviews or followed up with managers as appropriate.
Employees should be encouraged to comment on work related and personal
issues that affect their performance and enable training needs to be identified.
How you can show you have achieved this
- Personal Development Reviews are undertaken and an appraisal process is
in place. - Completed PDR records included training & development and wellbeing
conversations etc. - Examples of guidance given to managers.
- Completed managers’ questionnaire as part of staff survey.
Toolkit - National Resources
What you need to do
Ensure line managers have training in handling conflict, difficult conversations
and developing people skills.
Why this is important for you
Managing conflict at work is an integral part of a line management role and it is essential that they have the skills, knowledge and confidence to identify and manage workplace disagreements, bullying and harassment at an early point to prevent escalation and further harm. Effective people management is important as management style can be a major cause of stress at work according to the 2007 CIPD Absence Management survey report. Providing line managers with training to handle conflict and difficult conversations will enable managers to be part of the solution in ensuring a positive and supportive workplace culture.
How you can achieve this
As a manager you often need to deliver unwelcome or unexpected messages,
manage challenging behaviour and deal with conflict in the workplace. While this is never easy, understanding how to manage these situations and deliver these messages will help maintain a positive and productive relationship with those people affected.
Training - is a planned programme of managers’ training available?
How you can show you have achieved this
- Demonstrate how you train your managers - this can be by mentoring, in
house/external courses. - Training records.
- Managers Training Matrix in place.
- First Line manager training opportunities.
- Completed managers’ questionnaire as part of staff survey.
Toolkit National resources
Health & Wellbeing Lead
What you need to do
Establish and resource a network of employee workplace health champions
who will support the health and wellbeing lead to promote health and wellbeing within the organisation. Ensure that staff are aware of who the champions are and their role.
Larger organisations should have in place health champion leads for: mental health, healthy lifestyles and MSK. You can also consider leads for physical activity and active travel.
Why this is important for you
Having a team of health and wellbeing champions is a great way to promote health and wellbeing in the workplace. When skilled and supported, champions provide the passion and consistency needed to drive positive change in the workplace to improve wellbeing among fellow employees. Having support and encouragement from management, HR and employees, health and wellbeing champions will be able to carry out their role more effectively to promote health and wellbeing in the workplace.
How you can achieve this
Workplace health champions are members of staff who promote health and wellbeing within their organisation, working closely with management, HR and employees to develop health and wellbeing initiatives. They would generally be someone who has an enthusiasm and interest in health & wellbeing, is approachable and helpful and has a basic understanding of healthy lifestyles.
Training should be offered to support them in their role and ideally they should be given time in their working day to attend meetings, support/run activities etc.
Consider Mental Health First Aider Training for champions.
How you can show you have achieved this
- Verbal discussions with staff.
- Named champion(s) in place.
- Evidence of communication of health champions to staff.
- Training opportunities attended.
- Smaller businesses should have a health & wellbeing lead and at least one
other supporting health champion. Each champion can be the lead for more than one area. - Larger organisations should have in place health champion leads for mental
health, healthy lifestyles and MSK. Champions can be the lead for more
than one area.
Toolkit - National resources
The Royal Society for Public Health (RSPH) runs a two day training course for Workplace Health Champions, showing Champions how to most effectively improve the health and wellbeing of those around them.
Attendance Management
What you need to do
Ensure absence data is analysed to establish trends in absence and interventions are put into place where indicated.
Why this is important for you
Analysing absence trends allows employers to identify reasons why individuals call in sick, which is an important step in being able to put interventions in place to target issues that are causing absence. A previous study identified high absence and presenteeism rates across a number of employers due to flu or flu-like illnesses. By identifying this reason for absence, the study introduced hand-hygiene sanitizers in communal areas and provided education for good hand hygiene (video and posters promoting hand hygiene). The results showed a positive impact on absenteeism and an employee survey showed significant improvements in hand hygiene behaviour and perception of company concern for employee wellbeing. This demonstrates the benefits of identifying absence trends and how the employer can intervene to deal with the issue and reduce absence levels.
How you can achieve this
You should show that absence data you collect is analysed to show trends and specific interventions put into place to deal with any arising issues. You may wish to use absence trigger systems such as the Bradford Factor (a simple formula that allows companies to analyse the impact of unplanned absences).
How you can show you have achieved this
- Examples of any interventions based on data monitored to establish trends of absence.
- Absence statistical reports.
- Absence review meetings.
Toolkit - National Resources
Bradford Factor Calculator helps to manage staff sick absence
What you need to do
Have in place a way of identifying the reasons staff give for leaving the organisation.
Why this is important for you
Finding out why employees choose to leave a place of work can provide useful insight into how a company can alter their ways of working to be more attractive to employees and encourage staff retention - saving the business money.
How you can achieve this
Considering the reasons why employees leave the organisation can provide an important insight into issues affecting the workforce and help you identify a range of problems including:
- High staff turnover
- Ineffective recruitment processes
- Equal opportunities issues
- Inadequate supervision
Exit interviews should be offered to all staff who leave the organisation.
How you can show you have achieved this
- Procedure for exit interviews.
- Copies of completed exit interview forms.
National Resources
Exit Interview FormExit Interview Form
What you need to do
Ensure line managers have training in absence management.
Why this is important for you
Having line managers trained in absence management can lead to financial savings for the company. In a previous study a survey was conducted on absence management training for line managers. This study showed 64% of the 178 organisations who conducted the training saw improved absence rates in the workplace. With the average cost of absence being over £500 per employee annually, this can lead to significant savings for businesses.
How you can achieve this
Line managers need to know how to deal with sickness absence and training should be provided. This can be in-house or external training courses and mentoring.
How you can show you have achieved this
- Evidence of attendance at appropriate training courses.
- Details of training opportunities e.g. courses/in-house/e-learning.
Toolkit - National Resources
See ACAS free e-learning on absence management module.
What you need to do
Ensure there is a structured approach to return to work for individuals who are off sick with long term and chronic conditions such as MSK.
Why this is important for you
Long-term absence only accounts for 5% of absence episodes, however these absences account for over 40% of the total working time lost. This means that effective return to work procedures for long-term illness are pertinent to saving money for organisations. A structured approach to return to work is important for the employee as failure to return to work has been linked to poorer health outcomes and relapses into secondary cases of long-term sickness absence. A timely, well-planned and well-executed return to work process will have substantial positive benefits for an employee’s wellbeing and prevent potential relapses.
How you can achieve this
Written return to work plans should be co-produced with employee and reviewed regularly.
Awareness of local support services and resources.
How you can show you have achieved this
- Individual return to work plans in place.
- Evidence to show these are regularly reviewed with employee.
Toolkit - National Resources
ACAS has a wide range of health and wellbeing resources available on their website such as:
Using occupational health at work
Returning to work including a step by step guide
MANAGING A RETURN TO WORK AFTER LONG-TERM ABSENCE
Health & Safety
What you need to do
Establish a health & safety committee/forum and hold and record regular meetings.
Why this is important for you
Having regular meetings is an effective way to help address health and safety issues as it has been shown that employees are more likely to raise health and safety issues at meetings and face to face rather than through the intranet. Having regular meetings means issues are more likely to be raised, which enables action to prevent incidents in the workplace. (Health and Safety Executive, 2010).
How you can achieve this
Does the organisation have regular health and safety meetings/staff forums? Are set agendas used and appropriate staff and board level in attendance. Is staff wellbeing included on the agenda? Does the organisation nominate health & safety representatives?
How you can show you have achieved this
- Regular health & safety meetings are held and written minutes taken.
Copies of last three meetings held. - Set agenda and make-up of attendees.
Toolkit - National Resources
Local Safety Groups, supported by their 'umbrella' organisation, Safety Groups UK (SGUK), exist to promote awareness and knowledge about work-related health and safety risks and how to manage them.
ENEI offer a range of events and training for members and non-members throughout the year.
What you need to do
Have systems in place to raise and resolve health and safety issues.
Why this is important for you
Having a system in place that allows employees to raise health and safety concerns is an effective way to identify and manage risks and hazards. Research has shown that involving the workforce significantly increases the number of issues raised, which means action can be taken, leading to a safer environment. Engaged workers also increases workers’ awareness of health and safety and its relationship to the business. (Health and Safety Executive, 2010).
How you can achieve this
Does the organisation have regular health and safety meetings/staff forums?
Are set agendas used and appropriate staff and board level in attendance. Is staff wellbeing included on the agenda?
Does the organisation nominate health & safety representatives?
How you can show you have achieved this
- Incident reporting procedure in place.
- Records with actions.
- Accident/incident book.
- Team meetings include health & safety on agenda to raise incidents.
Social Value
What you need to do
Develop an ethical procurement policy.
Why this is important for you
Ethical procurement creates social, economic and environmental benefits for your organisation. Evidence shows that ethical procurement is viewed favourably by customers. Having an ethical procurement policy has numerous benefits to organisations including:
- Saving money - reducing waste and use of energy, raw materials and natural
resources creates a more efficient process, cutting costs. - Reducing risk - sustainable ways of doing business help minimise risks across the business.
- Future-proofing the supply chain against the risks linked to climate change and the sourcing of raw materials.
Building trust – having an ethical procurement policy at the heart of the business strengthens relationships with stakeholders and helps the businesses to succeed.
How you can achieve this
Have a policy in place to support ethical procurement of goods and services.
This should include:
- Producing services from local suppliers wherever possible.
- Encouraging the use of ethical products i.e. Fairtrade, recycled or sustainably sourced products.
- Committing to paying all suppliers within the period set out in agreed
contract terms and conditions.
You may also wish to consider ways that you can positively influence local communities through your supply chain, i.e. procuring from companies who treat their workers fairly, support apprentices or are environmentally friendly.
How you can show you have achieved this
- Copy of ethical procurement policy/commitment.
Toolkit - National Resources
Chartered Institute of Purchasing and Supply have produced a booklet on ethical procurement.