Story Highlight
– Health and Wellbeing conference highlights flexible work preferences.
– Informal flexibility is crucial for autonomous workers’ satisfaction.
– Data-driven HR needs improved listening and engagement strategies.
– Address human impacts effectively during organizational restructuring.
– Preventive health measures require genuine leadership commitment.
Full Story
The Health and Wellbeing at Work conference commenced yesterday at the National Exhibition Centre (NEC) in Birmingham, marking an important event for those invested in workplace culture and employee wellbeing. The first day of the conference featured several thought-provoking discussions focused on the evolving nature of work, the important role of listening in Human Resources (HR), and how organisations can approach restructuring with empathy.
Gail Kinman, an author and researcher, highlighted the significance of informal flexibility within the workplace during a panel discussion centred on the future of hybrid working models. Kinman shared insights from her research which indicates that many individuals, particularly within academic settings, thrive under self-managed arrangements. “Academics traditionally have high autonomy [over the way in which they work], and they were very resistant to formalising their flexibility,” she stated. She urged employers to be attuned to the diverse needs of their workforce, stressing the necessity for organisational leaders to ensure that the flexibility of one group does not come at the expense of another.
Tiger de Souza, who leads the People and Culture department at Samaritans, echoed Kinman’s sentiments, noting that there exists considerable potential for businesses to grant employees informal flexibility. However, he warned that it is unrealistic for organisations to develop a comprehensive “flexible working menu” that caters to every possible need. “If a line manager is open to creating an environment where people feel safe to make suggestions [about alternative working patterns], then, as a collective, they may come up with a way of working that’s unique [and would enable them] to perform at their best,” de Souza remarked, advocating for a collaborative approach to flexibility.
In the context of the National Health Service (NHS), Nicholas Collins, the flexible working lead, explained that the NHS is actively experimenting with a variety of work arrangements to foster staff wellbeing. This includes innovations such as e-rostering for frontline workers and seasonal work patterns that allow doctors to work from different locations based on seasonal demands. Such arrangements enable greater adaptability for healthcare professionals, including the option for doctors to work remotely during the Antarctic summer months while fulfilling traditional roles during the autumn and winter peaks in the UK.
David Liddle, CEO of the TCM Group consultancy, provided the opening keynote of HR magazine’s seminar programme, where he discussed the need for organisations to move beyond mere data collection. “We don’t need more data. We need to listen [better],” he emphasised. Liddle argued that HR professionals must harness evidence-based practices not through additional surveys, but by engaging consistently with employees. He posited that purpose and organisational values should function as a cohesive thread throughout the employee experience.
Liddle further encouraged companies to invest in the development of line managers, empowering them with the skills necessary to handle difficult discussions, deliver real-time feedback, and accept constructive criticism. “Give managers the skills they need today,” he highlighted, underscoring the urgency for immediate action amid emerging workplace challenges. He also introduced an AI-driven explainer video aimed at assisting HR professionals in leveraging technology to foster improved workplace dynamics, alongside resources designed to promote cultural transformation and enhance employee experiences.
Nebel Crowhurst, a fractional chief people officer, emphasised the importance of a nuanced approach to managing the human dimension of organisational restructuring. She advised that the true challenges arise post-announcement of significant changes, as silence can lead to an erosion of trust. “The real work starts after the announcement,” Crowhurst indicated, stressing the need for transparent communication during periods of uncertainty.
She outlined a framework, termed “Reset”, to assist organisations in navigating the restructuring process. This includes vital steps such as reassuring employees with clear communication, enabling leaders to support their teams, stabilising systems, and fostering engagement among surviving employees. Crowhurst proposed that robust leadership, consistent behaviours, and sincere communication are crucial to successfully guiding an organisation through transitions.
Organisational psychologist Balissa Greene addressed the audience regarding the implications of silence in workplace surveys, cautioning against interpreting a lack of feedback as a lack of issues. “When we ask for information, when we try to evaluate something, and we get nothing back, that in itself is data,” she elucidated. Greene also pointed out what she dubbed “the paradox of visibility,” which highlights the unique challenges faced by employees from underrepresented groups, who may experience heightened scrutiny despite their minority presence.
During her concluding remarks, Greene invoked a recent tribunal covered extensively in the media to reinforce the necessity of understanding diverse perspectives to promote inclusive wellbeing. “When we get that right, when we’re curious and explore lived experience, we ensure that we’re facilitating wellbeing for all,” she concluded.
Finally, Mike Calcutt, deputy director at the Health and Safety Executive, addressed conference participants, emphasising the importance of adopting a preventive approach to workplace health. He affirmed that such an approach necessitates genuine commitment from leadership, rather than superficial gestures. Calcutt reported alarming statistics: 1.9 million workers are affected by work-related ill health, with an associated economic cost of £26.4 billion, primarily stemming from stress and musculoskeletal disorders.
He urged employers to convert their commitments into actionable strategies, advising that they select a specific health issue to address effectively. “Pick one problem and do it well,” he concluded, providing clarity on how targeted efforts can yield broader success in enhancing workplace health.
The conference’s opening day thus set the stage for extensive dialogue around the future of work, underlining the necessity for flexibility, open communication, and strong leadership to foster a healthier, more engaged workforce in the evolving landscape of modern employment.
Our Thoughts
The article highlights key insights from the Health and Wellbeing at Work conference, emphasizing the need for informal flexibility and effective communication in the workplace. To improve workplace safety and wellbeing, organizations should prioritize employee feedback and create an environment where suggestions about flexible working patterns are welcomed. A lack of structured support and poor communication can lead to increased stress and dissatisfaction among employees, which aligns with breaches of the Health and Safety at Work Act 1974 regarding ensuring the health, safety, and welfare of workers.
Key lessons include the importance of upskilling line managers to handle difficult conversations and fostering a culture that values employee input. By neglecting these aspects, organizations risk exacerbating work-related stress and mental health issues, as indicated by reported high costs of work-related ill health. Implementing proactive measures, such as encouraging worker participation and addressing health concerns, could significantly reduce incidents of workplace stress and related illnesses. Ultimately, a commitment to listening and acting on employees’ needs can enhance overall workplace safety and wellbeing.
