Archived decisions

Health and Wellbeing Unit

1. Introduction

1.1 HCC continues to expect more of its employees as it strives to meet its Corporate and Community strategies and pressures resulting from issues such as The Children Bill and the Gershon Report and; as the standards to be achieved in maintaining `Excellent' status are raised. The impact on employees will be increased pressure which may in turn result in increased incidence of stress and/or sickness absence.

1.2 The Dept. of Health Choosing Health strategy highlights the aims of "improving working conditions to reduce the causes of ill health related to work; and promoting the work environment as a source of better health." It emphasizes "the importance of people making healthy choices and the relationship between those choices and their environment." It goes on to say that " Work is a very important part of that environment. Having a job, and having a job in a healthy environment will improve or hinder ... [those choices]"

2. Health and Wellbeing

2.1 The Health and Wellbeing strategy aims to address these issues. It is underpinned by the following High Performance Model

Performance

2.2 High performing organizations recognize that success requires an integrated performance management approach. Sustained service improvement is achieved as a result of people being `well managed' and being capable, both physically and mentally, of consistent performance and action, coping with additional pressures and ongoing change whilst bringing fresh ideas and innovation to the workplace.

2.3 The HSE Management Standards for tackling stress identify the following aspects of work which impact upon employees; Demands, Control, Support, Relationships, Role, Change. The County Council is already addressing these issues through such initiatives as Leading Success and PDRs. An holistic approach is needed to ensure that the working environment is designed for high performance. Effort is needed in providing "Well " people and "Well" environments.

2.4 The traditional focus, i.e. that of absence management, is too narrow and reactive as it concentrates on how to bring people back to work once they are off work. What is required is a fundamental shift in focus to enabling people, especially those at work to be well and stay well, which will impact positively on productivity, quality of services and ability to cope with change.

2.5 The vision for the Wellbeing Unit is that we will continue to provide the re-active services which encompass both existing occupational health services and counselling support through Esl, and additionally take a more pro-active approach to raising awareness of, promoting and supporting general wellbeing (covering both mental and physical health) and improving our working environments. Some of these aims will be delivered through existing services in departments outside HR e.g. PBR offer office planning and R&H offer environmental assessments - by bringing such services together they will understand the impact they can have on the environment and deliver against the wellbeing aims. Whilst a firm strategy has yet to be agreed the Wellbeing Unit is likely to be developed along the following lines:

Reactive Proactive

2.6 Close working ties with Safety will ensure that "workers are more involved in taking decisions that affect their health and safety" and are aware of, understand and address the risks to health in the workplace - this is a key driver for the Health and Safety Commission.