The 6th annual MAD World Summit

Delegates always tell us that one of the most valuable takeways from The Watercooler Event, which kicks off tomorrow and Wednesday in London, is the fact you hear directly from leaders how they are dealing wtih the challenges and opportunities in the fast evolving industry of employee wellbeing.

That’s why Wednesday’s session entitled ‘Lessons from the leaders – top tips for rolling out a global wellbeing programme’ is bound to be a popular one (it takes place in Theatre 1 at 2.30pm).

We were luckily enough to catch one of the panellists, Flick Wileman, Global Wellbeing and Employee Engagement Lead at Reckitt, ahead of her appearance on this panel to get the heads up about what makes her tick…

Your LinkedIn tells the story of how important you think it is to find your ‘why’. How can we help employees have this sense of purpose?

First I’d say it’s an incredibly personal journey to find your why.

Organisations talk a lot about helping people to connect their global visions with employees’ personal visions but, actually, not everybody knows what their personal purpose is. 

Creating a vision and purpose that you really connect with, and that links to your wider organisational purpose is quite a hard exercise to do; there are various tools people can use to do this. Afterall, as an organisation we’re not trying to manufacture or create a fake link to a company vision, it’s about helping to guide a personal vision.

I’ve heard companies say they are worried, if a person finds their true ‘why’ then they might leave. What do you think of that?

A ‘why’ for me is very generic. It’s not an occupational tool, it’s a personal development tool.

For example, my ‘why’ is to protect us from injustice so we can be the best version of ourselves. 

That to me is very, very personal and linked to my personal values and my experiences. But it’s also very generic, so I could arguably say that I’m doing that in my HR role right now, because I’m helping people from a developmental point of view to become the best version of themselves.

What a ‘why’ shouldn’t do is speak to a specific thing you should or shouldn’t be. It should more act as a moral, personal compass on a day to day basis. I’ve found that extremely powerful.

There’s much talk of ‘bringing your whole self to work’ at the moment. Do you think that is the same thing as being authentic?

For me authenticity is acting in alignment with your values, your experiences and what you feel really strongly about, whereas bringing your whole self to work has a psychological safety element in terms of inclusion.

Tell me more about that….

Well, I feel able to be authentic and to act according to my ‘why’ and I’m very privileged in that; I am a white female in my 30s. 

I think people feel able to be authentic, and act accordingly, depending on how psychologically safe they feel in their environment. That’s why I’d argue being authentic and your whole self are slightly different. 

For me inclusion is a hygiene factor of wellbeing and if people don’t feel included, they’re not going to be engaged. If you think about it like a triangle, then ‘engagement’ is the peak of the triangle which is reached once someone feels included and like they’re looked after.

But as you’ve made clear you don’t work in inclusion, you work in wellbeing and engagement. Is there a separate inclusion team then?

Yes. And I work really closely with them. A lot of what I did last year was around accessibility, for instance, and how we could get people more engaged in wellbeing by making things more accessible.

Can you give me any examples?

Yes, last year, we ran a session during Ramadan about nutrition. If we’d just talked about nutrition then that might not have been very helpful for anyone who was fasting at that time. But we opened it up by using Ramadan, and its principles, to talk about fasting and avoiding certain foods, which can actually be linked to peak physical performance. So we used Ramadan as an opportunity to be more inclusive. 

(Throughout this chat, Wileman also touches on sessions that cover dual purposes too, like nutrition in relation to health conditions, as well as nutrition & biomechanics in relation to menopause)

That’s interesting as some experts we interviewed at the end of 2023 predicted that there would be a growing intersection between DEI and Wellbeing in 2024. What are your views on that?

That was a key focus for us at Reckitt in 2023. But I’d say, rather than being an ‘intersection’, I see inclusion as a hygiene factor for wellbeing and engagement. Employees are simply not going to feel highly engaged or have good wellbeing levels,  unless they feel there is a diverse environment that they feel included in. 

For me, DEI is a fundamental underpinning of Wellbeing.

In 2023, everything I did was around asking: how do we make our existing programmes more inclusive and accessible? Then how do we amplify and build on them?

What are your priorities in 2024?

2024 and beyond is now about how we scale the concept of creating a better life for ‘everyone everywhere’.

The biggest challenge is how do you scale globally whilst keeping and maintaining a personal feel and launching on a large scale. This is tricky for a big organisation. 

Caregiver wellbeing is also a big focus for you. Can you tell me more about that?

That was something that specifically came out of Covid-19. We learned through our engagement survey that caregivers specifically struggled. By that I mean anyone who had caring responsibilities, from caring for those with a disability to caring for elderly people. As a direct response to that, we built a Caregiver Programme, which we then rebuilt in 2023. We’re also in the process of setting up a support group at the moment. 

Given your experience, what would be your advice for someone looking to start supporting carers?

Make it really tangible. 

We focused heavily on emotional support models so people could implement the information we were giving them on a day to day basis. We know, for individuals with caregiving responsibilities, time is of the essence. They want to use the time they do have in a way that helps them, so we used ‘flip books’ which are virtual booklets to explain the tools. All they had to do was open the flip book and all the content was really easily accessible and digestible. 

That would be my biggest tip: make it something they can action really quickly.

You have a very diverse and interesting career background, spanning sales and consultancy and talent and recruitment, and you’re also currently studying organisational psychology in your free time! What do you think all these experiences bring to the Wellbeing function?

A much greater commercial understanding, which has been very helpful. 

Also, it means my view of Wellbeing is not at all siloed. 

For me it isn’t just looking at nutrition or exercise or mental health. Of course, these are all part of it but Wellbeing is actually about who you are and living a life that looks like you, so it links closely with self-development and learning and talent. It is also about language, communication, technology, accessibility and how you get information out to people. 

Wellbeing is a very broad concept.

Some people think that the word ‘Wellbeing’ isn’t helpful and we need a new word. What do you think?

Well, there is a lot of data showing that, actually, employee experience is the same as wellbeing engagement…

How much engagement is there in your wellbeing programmes?

Last year we saw a significant increase in engagement in our wellbeing programmes; we had over 20,000 attendees to wellbeing events and enrolment in our programmes increased three-fold. Wellbeing was also one our top five discussed topics in our global engagement survey for the first time ever. It just goes to show how important wellbeing is to people.

How has your degree in working organisational psychology helped you so far?

It’s been fundamental. It’s given me a really good view of how people think, and why they think it and, ultimately, that helps with engagement.

Flick Wileman is speaking at The Watercooler THIS WEEK contributing to a panel on ‘Lessons from the leaders; top tips for rolling out a global wellbeing programme’, accompanied by Gabby Wickes (Experian), Jamie Broadley (Serco), Yulia O’Mahony (Philip Morris International). This panel will take place at 2.30pm on Wednesday 24th April.

It’s still not too late to register for your free ticket here!

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I had a conversation recently with the head of wellbeing for one of the UK’s major banks. Discussing the evolution of workplace wellbeing. We reflected on how far we’ve come from a time, 20 years ago, when few if any organisations had a wellbeing strategy, or indeed anything resembling a coherent approach.

The discussion was one of many I was having with the wellbeing leads from UK banks, that formed part of the Bank Workers Charity’s research into the state of wellbeing in the sector. They went on to describe their bank’s current approach as a maturity model of wellbeing –- a model that is constantly developing and being refined; one built on data and on solid foundations of internal and external research. This not only ensures that the bank’s strategy is evidence-based but that it’s designed around the specific and well understood needs of their workforce.

The wellbeing journey

I’ve been working in the wellbeing field for thirty years and it’s been fascinating to see how organisational attitudes to it have transformed.  20 years ago, employee engagement, not wellbeing was the overriding people priority for most employers. Wellbeing barely registered on the business agenda. How things have changed.

An abundance of research testifying to the productivity benefits of high levels of wellbeing, means that companies  are prioritising it like never before. It is seen as an essential contributor to organisational culture and companies are continuing to increase their commitment, financially and in terms of internal focus.

Crucially, our understanding of wellbeing and the factors that influence it, is now at an altogether higher level. And that has resulted in the creation of wellbeing strategies like the one described above, that are evidence based, data driven and built upon a thoroughly researched understanding of employee needs.

A major bank priority

For many years, banks have been at the forefront of best practice in wellbeing. They were among the first businesses to shift from offering a motley array of wellbeing programmes, managed by different parts of the business – to taking a structured approach, where responsibility for the work was vested in a particular business area, usually HR. They were also among the first UK businesses to develop wellbeing strategies, a key step in establishing it as a permanent feature of the organisational infrastructure.

The strategy as a living document

But things have moved on again and, as we’ve seen, wellbeing strategies have become more sophisticated and informed by an abundance of research.  It’s not enough to have a strategy in place – the strategy can never be static – it needs to be a living document, that evolves to reflect changes in employee needs.

Perhaps it’s worth reminding ourselves that even something as fundamental as financial wellbeing is a relatively recent addition to the wellbeing architecture. For many organisations it took the devastating impact of Covid and the cost-of-living crisis to merit its inclusion as a staple in their wellbeing offer.

But what we’ve also seen is a major effort within banks to develop a better understanding of the needs and preferences of their people. Through internal surveys and through focus groups, insights are gathered that inform decisions about which wellbeing choices to prioritise.  And that in turn has resulted in a much closer alignment between the wellbeing programmes available and the changing needs of the workforce. 

This, together with the banks’ deeper and more nuanced understanding of wellbeing conceptually, has resulted in the introduction of programmes that are more effective, that address real needs and that are genuinely innovative.

At the Bank Worker’s Charity, we’ve tried to capture some of the resulting diversity in approach, through the Banking Wellbeing Pulse, a report that explores the wellbeing landscape across the sector. Using case studies and drawing on conversations with wellbeing leads from different banks, we’ve tried to highlight some of the innovation we’re seeing. The focus of the report may be on UK banks, but we believe that by drawing attention to best practice wherever we see it, we’re providing insights that all sectors can benefit from.

Emerging issues

One of the most significant developments we’ve seen is the extent to which banks have engaged with what I would describe as emergent wellbeing issues. As a result their  strategies are richer and more inclusive than ever before. Many of the concerns addressed simply wouldn’t have been considered relevant a few years ago.  

The most obvious example is menopause, which banks, like many large corporations, have recently prioritised. Earlier than most, in 2019, Santander made the Peppy menopause app available to their people as a part of a comprehensive support package that included the creation of a cohort of menopause advocates.

Other examples are less obvious. UBS have introduced a very welcome package of support for dementia carers.  This seems particularly forward thinking, because with a population that is living longer, this is an issue that will only affect more employees in the future.  Several banks including Barclays, NatWest, Lloyds and HSBC have signed the “Working with cancer” pledge, committing to creating an open and supportive culture for those living with the disease. In some banks this is forming the basis of a much broader platform of support, including training for line managers and creating peer support groups that provide information and a safe place to share experiences.

At NatWest, an innovative package of measures around fertility saw them recognised as the best company for supporting fertility and pathways to parenthood. HSBC meanwhile produced a toolkit to address one of the biggest anxieties for nearly all carers – planning for the time when they, as a carer, would, no longer be around to support their dependent.

These are just a handful of ways in which we’ve seen banks expand the range of their wellbeing provision into exciting new areas and at the same time, create more inclusive support for their people.

The Banking Wellbeing Pulse Report

In the report we also highlight other examples using case studies to show how and why these programmes were introduced and the ways in which they’ve benefited participants.

The report comprises 6 sections. It can be read as a straightforward narrative, but each section is self-contained and can be read independently. Future editions will again feature innovative initiatives that will hopefully inspire others. Each will also contain a special report on a topical issue that is having a profound impact on the wellbeing of large numbers of people.

Almost inevitably, in the current edition we focus on the cost-of-living crisis, which continues to be the single biggest factor affecting wellbeing in the UK. The next edition will address what has become a major preoccupation for large numbers of employees, especially parents – the crisis in the mental health of children and young people.

Whilst creating the report it has been fascinating to observe the different journeys banks have taken to achieve their wellbeing goals. Of course, that is how it should be – every organisation’s approach should be unique, bult around their own distinct characteristics and needs. I’ll be following their progress with great interest.

Banking Wellbeing Pulse- the state of wellbeing report can be accessed online or downloaded, via this link: Banking Wellbeing Pulse – The Bank Workers Charity (bwcharity.org.uk)

About the author

Paul Barrett is the Head of Wellbeing for the Bank Workers Charity.  He is an occupational psychologist with over 30 years’ experience in the wellbeing field. He is an established commentator on workplace wellbeing, writing for a range of HR journals as well as for financial sector publications like Financial News and Chartered Banker magazine.

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When you are responsible for protecting the wellbeing of others, it can be easy to forget about your own mental health. Navigating through a multitude of challenges, today’s leaders need to prioritise self-care to avoid burnout while providing support to their teams. From practising intentional recovery to reframing perception, here are seven ways leaders can cope with stress in a demanding work environment.

Dedicating time for recovery

To effectively manage a company or team, leaders need to be able to handle the pressures that come with it. But pressure and stress are two different things. Prolonged high levels of pressure will trigger a stress response that’s why it is crucial to take proactive steps before it happens, says Vicky Smith, Senior Consultant at WorkingWell.

“In the rush of things, leaders often forget to grant themselves a break. But to sustain a high level of performance, you need to practise intentional recovery. By intentionally recovering your energy every 90-120 minutes, you can be at your optimum for most of the day and achieve personal sustainability that will help you cope with stress,” notes Smith.

Intentional recovery is crucial not only for leaders but for their teams too. “You should build it into your organisational culture and show people that taking regular breaks between tasks is an encouraged practice,” she concludes.

Investing in external support

Whilst leaders may be prepared for their technical role, often they are unprepared for the psychological and emotional intricacies associated with their position. This is why working with an independent professional coach and mentor can be invaluable when handling stressful situations, says David Roche, author of “Become a Successful First-Time CEO”.

When feeling stressed, leaders can struggle to see the best route forward. But David points out that an experienced coach/mentor not only helps the individual to find their own best route, but can also provide practical advice, leaving leaders empowered to take steps forward.

For Roche, engaging a professional coach and mentor is a relatively minor investment, but has major long-term commercial and personal payback. “Leaders need a safe sounding board and a wise head to help think things through and by implementing a coach/mentor into your routine, the positive results can be dramatic,” he explains.

Empathy as a foundation

Leaders seeking to mitigate the negative impact of stress in the workplace need to treat themselves and others with kindness and empathy. As Sue Musson, author of “Firecracker Leadership”, says, “Think of the aeroplane safety demonstration; you need to put your own mask on first before you can help others.”

Leaders should put on their own stress management mask first by checking resilience levels and boosting any areas that are flagging, focusing on eating well, moving well, thinking well and sleeping well. They can then assist others. Asking a simple, “Are you ok?” can be the key to unlocking conversations about stress and resilience, fostering a culture of care and understanding.

“Leading with empathy is so important in managing workplace stress, but avoid absorbing negative emotions without perspective and a solution focus. Leaders should keep their head (analytical), hands (technical) and heart (emotional intelligence) skills in balance,” argues Musson.

How helping others, helps you

When employees are overwhelmed by stress, it has a huge impact on a leader’s own wellbeing. Whilst it is essential leaders are aware of the stress levels of their teams, there should also be a focus on individual resilience and ownership so teams feel empowered to problem-solve where they can before escalating to the leaders, explains Jeremy Blain, author of “Unleash the Inner CEO”.

Blain highlights how this can be achieved through distributed leadership and building a more horizontal organisational structure. “By creating an organisational culture that prepares their team with the skills to step in, step out and step up, leaders can feel more confident their team is empowered to navigate workplace challenges independently,” says Blain.

“Of course, it is essential leaders are available to support their team through stressful situations, but by investing in building individual, team and organisational resilience too, leaders mitigate bigger problems further down the line,” argues Blain. 

The power of delegation

The personal weight of responsibility and tough decision-making can be overwhelming for leaders. When steering the ship, the pressure of trying to spin many plates can cause intense levels of stress. Rather than try to manage the business single-handedly and be the go-to person for everything, Alexis Sikorsky, author of “Cashing Out”, advises leaders to lean into the skills of others and delegate to those most skilled in that area to help manage personal stress. 

In Alexis’ own career it took him fifteen years to realise that whilst he might be quite a good leader, he was actually not as skilled at managing. Rather than becoming stressed trying to plug that gap, he placed his focus on creating a vision and motivating other people to make a plan that will take the business there. 

“As the captain of the ship, it is essential you’re protecting your wellbeing. If you lack the skills you need, rather than dwelling on this as a weakness, instead go and find somebody who has them. You will save yourself stress in the long run and set everyone up for success,” says Alexis. 

Reframing perception of stress

In recent findings by The Workplace Health Report, 54% of people agree that the perfect amount of stress enables them to thrive. Adopting stress as a catalyst can serve as a powerful mindset tool for achieving success and also in the way managers lead others.

Dr Lisa Turner, Mindset and Resilience Expert and Founder of CETfreedom, advocates it can be useful; “If we are able to identify our physiological and emotional responses to stress and redirect that energy towards concentration, productivity and effectiveness, we can choose to view stress as a motivating factor enabling us to push towards peak performance.”

Lisa explains, “Just the right amount of stress is not only helpful but essential for accessing a flow state. This is a state where the individual is completely immersed in the task at hand, it feels joyful and triggers a sense of accomplishment and achievement. But to access deep flow we need the perfect skills-challenge balance. Too much stress and we can’t get into flow, too little and we will be bored. Finding your personal flow triggers is key to accessing flow.”

Connecting with your emotions

As the key person in an organisation that people turn to leaders can feel pressured to uphold certain expectations, thinking not showing emotions such as stress makes them appear more resilient or automatically take on additional work for themselves. However, as Blaire Palmer, author of Punks in Suits explains, “Leaders sometimes try to act like superhumans, believing that having the big job title means they are either more capable of dealing with stress, or that high levels of stress are the price they pay for holding such a senior position. In reality, neither of these things are true.” 

Palmer believes that good leaders should be willing to connect with their emotions, not just their ‘logical brain’, “Opening up about the emotions you are experiencing not only lifts a weight off your shoulders, but creates greater trust and understanding amongst your team. At a time where AI and technology are advancing, it is your emotional self-awareness and empathy as a leader that is your defining skill and talent.”

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Ahead of this year’s The Watercooler and co-located The Office Event, we asked the speakers what they’re looking forward to about the show. Here’s what a selection of the 100+ speakers told us.

Their far-ranging comments reflect the breadth of the content that the event will be covering – enabling employers to find the right ways to support the holistic health and wellbeing of their people and create inclusive cultures of care where everyone can thrive.

Dr Nicola Millard, Principal Innovation Partner, BT Group: “I’m happy to be at an event which is discussing vitally important things such as how we can make work work better in the future – for people, productivity and the planet!”

Helen Tomlinson, Government Menopause Employment Champion: “I’m really excited to be part of this conversation looking at how cultural change in the workplace can have a positive impact on hormonal, mental and financial health”

Alan Mochrie, Wellbeing Manager, NatWest: “I’m looking forward to speaking alongside industry leaders and wellbeing specialists, and also listen in for new insights and ideas across the sessions”.

Maria Anderson, Global Head of Health, Safety & Wellbeing, Cambridge University Press: “As the dates draw near, my excitement grows. Looking forward to immersing myself in knowledge, networking, and inspiration at The Watercooler on April 23rd and 24th of April. See you there!”

Isaac Harvey MBE, President, Wheels and Wheelchairs: “Excited to share the stage with Lee Chambers and connect with like-minded individuals”.

Nimisha Overton, EMEA Diversity, Equity & Inclusion Lead, Canon: “I am looking forward to joining alongside other leaders in workplace culture, DE&I, employee health and wellbeing”

Gareth Hind, Director of Colleague Experience & Relations, First Bus: “I am really looking forward to joining other leaders in this important conversation – sharing what we do at First Bus and learning from others too”.

Jamie Broadley, Head of Health & Wellbeing, Serco: “I’m excited to get back to The Watercooler to hear from others driving change in this space, discuss the latest best practice and find new ways to keep improving workplace wellbeing for my colleagues”

Dr Catherine McKinven, Clinical Lead Psychologist, Lyra: “Wellbeing washing is such a hot topic and I’m excited to bring my passion and knowledge to the table discussing the necessity for quality clinical mental health support services to provide individualised support – this is essential to meet the evolved needs of the UK workforce and their families. It’s simple, we need to move beyond tick boxing and into meaningful action to make an impactful difference!”

Jackie Buttery, Head of Benefits & Reward, Travers Smith: “I am very much looking forward to the event, bringing together leaders who are spearheading efforts to enhance workplace culture and employee health and wellbeing”.

Natalie Jutla, Employee Benefits & Financial Wellbeing Lead, DEFRA: “Really looking forward to speaking at and attending The Watercooler event on 23 and 24 April 2024. It will be a great opportunity to discuss key areas of focus in the Wellbeing space -in particular for me the Financial wellbeing and fitness of employees as we continue to navigate the cost of living challenges”.

Amanda Moore, Head of Reward, OVO Energy: “I’m excited to join other leaders in the wellbeing, culture and reward space to connect, be inspired and share experiences”.

Mark Wilson, Mental Health & Wellbeing Manager, Ford Motor Company: “I am excited and honoured to be speaking at The Watercooler about the importance of wellbeing in all our lives and the importance of nurturing a culture for it to thrive”.

Emily Warren, Global Wellbeing Lead, Avanade: “I’m delighted to be speaking, but I’m most excited about the opportunity to exchange ideas with other wellbeing professionals, which is vital to ensuring I can continue shape a strategy that delivers the best outcomes for our people”.

Prof Liza Jachens, Deputy Course Director, MSc in Workplace Health & Wellbeing, University of Nottingham: “Come and join us as we navigate the future of employee wellbeing, transforming into indispensable leaders for healthier, thriving workplaces”.

Dr Sabrina Robinson, Wellbeing Lead, Essex County Council: “I’m looking forward to contributing to discussions and learning from fellow panellists around how we can transform our understanding of our people and their priorities into a strategic advantage, weaving wellbeing into the core of organisational cultures.”

Dr Samantha Wild, Women’s Health Clinical Lead, Bupa: “I am excited to join the women’s health panel discussing topics from endometriosis to menopause, and exploring the integration of progressive strategies and comprehensive support mechanisms for women’s health into the workplace”

Francoise Woolley, National Lead for Mental Health, Acas: “I am looking forward to the opportunity to share collective insights on fostering health and wellbeing in the workplace”.

Sophia Nicholls, Culture Consultant, SMRS: “We are excited to look into the future of culture with other industry leaders during our workshop titled – ‘What does the future of culture look like?’ Hopefully see you there!”

Racheal Smith, Head of Learning, Entelechy Academy: “Looking forward to talking about all things culture at The Watercooler and helping people go to work with purpose. Such a great line up! Proud to be a part of it.”

Dr Gary Crotaz, host of The Unlock Moment leadership podcast: “It is my huge pleasure to be joining so many respected leaders in workplace culture, employee health and wellbeing at The Watercooler Event 2024.”

Chas Howes, Former CEO, Superdry: “I have been looking forward to this event for some time and it is now here! The increase in mental health issues is palpable and we need to do something about it quickly. The Watercooler event goes a long way to that end and I would urge you to attend!”

If you haven’t already, you can find out more about The Watercooler Event and co-located The Office Event and register free (for employers – nominal charge for suppliers) here.

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Over the last 40 years we have seen a continual increase in the percentage of women in employment. This achievement is, in part, thanks to societal and government led campaigns and initiatives to get women back into the workplace after having children.

However, this increase, twinned with the fact that we are an ageing population and working much later in life, creates some interesting challenges around women’s health and wellbeing in the workplace. 

It’s no secret that women experience some rather complex life transitional stages, namely menstrual health, fertility issues and perimenopause and menopause, each presenting physical, emotional and psychological challenges. It should then be no surprise that recognising and responding to these challenges is fast becoming a critical focus for business leaders striving to foster a high-performing work environment. 

Understanding the legal framework around these issues is an important starting point to ensure businesses are not only compliant with their legal obligations but protected against potential claims (and particularly given the fact that there has been a 75% increase in Employment Tribunals citing menopause-related issues, we should really be making this top of the business agenda). 

But should we not be taking this even further to benefit everyone? Surely there is a societal contract to create a workplace that goes over and above the legal minimum, that places these issues at the heart of business to strive to engage, empower and enable the female workforce to not just cope with their situation but try to thrive through it? 

Understanding women’s health

Menopause

Menopause is a transformative experience that brings about physical, psychological and emotional changes for those going through it. Common symptoms include hot flushes, mood swings and joint pain, but there are thought to be at least 40 potential symptoms which can change over time, making them difficult to manage and often leading to misdiagnosis. 

The transition, which lasts on average between four and seven years, can have a debilitating impact, hindering an individual’s ability to enjoy daily life, maintain relationships and perform optimally at work. Indeed, the psychological impact of this life stage is the one most likely to create the biggest work hurdle but also negatively impact businesses too.

Maternity and Fertility

Another key element of women’s health and wellbeing in the workplace is the maternity and fertility minefield. Around 17.5% of the adult population – roughly 1 in 6 worldwide – experience infertility (WHO) and given the likely age range of those seeking treatment, that’s a significant proportion of our workforce.

Fertility Network UK has acknowledged that over 3.5 million people in the UK go through some kind of fertility challenge, a deeply emotional and, for some, traumatic life experience. From the practical perspective, the nature of fertility treatment (being linked to the female menstrual cycle) means appointments are often scheduled at short notice, creating a direct impact on a women’s working life and schedule.

Menstrual health

We also need to consider potentially still one of the biggest taboo topics in the workplace – periods.

It’s perhaps unsurprising that a recent survey by HR Zone found that a third of male workers believed it is unprofessional to talk about menstrual health at work, despite the fact that 1 in 3 women describe their periods as heavy. 

While for some, periods are simply a monthly annoyance, for others, the physical and behavioural impact of the menstrual cycle can be so severe it leads to performance dips in the workplace – which can then become more severe during perimenopause. Many women suffer in silence, ‘soldiering on’, all the while their performance and engagement at work steadily declines.

The legal playground

So, what does this look like? What rights do employees have and what does an employer need to do to ensure they are legally compliant?

The short answer, at first look, is not a lot. 

At present, there is no single piece of legislation that is applicable to menstrual health, fertility and/or menopause. An organisation has no legal obligation to allow time off for fertility appointments and there’s certainly no such thing as ‘menstrual leave’ in England and Wales. 

However, other countries are taking another perspective on this. Perhaps they are being more long-sighted from a business perspective, recognising the benefits that can be achieved from taking a different approach?

Whilst the UK Government recently rejected calls from the Women and Equalities Committee to make menopause a standalone protected characteristic under the Equality Act 2010, businesses need to be aware that employees who are mistreated by their employer in connection with menopause, menstrual health or fertility treatment, can bring claims under that legislation.

Cases have been brought, and upheld, against organisations who haven’t created the right environment for their female workforce, with the Equality Act 2010 being successfully applied in several cases citing harassment and discrimination on the grounds of gender, age and disability. 

With regard to fertility issues, while the law doesn’t, at present, allow employees time off for treatment and appointments, this could be about to change. A Private Members Bill was brought forward in November 2022 which would make it a legal requirement to enable employees to have time off for fertility appointments and connected purposes. This Bill is currently at second stage reading in the House of Commons and one that employers need to be aware of and ready to implement.

In addition, it’s vital to remember that if an employee becomes pregnant though fertility treatment, they have all the same pregnancy and maternity rights as other pregnancies -and an employee is still protected by law against pregnancy discrimination for two weeks after finding out that an embryo transfer was unsuccessful.

The female future

Is being legally compliant enough? Should we instead be exploring the idea of a societal contract – a contract between employees and employers that actually benefits the business interests and the employee, placed at the heart of the organisation? What would that look like? 

Maybe it would involve menopause mentors – individuals throughout an organisation who can spot struggling employees, signposting to help and, perhaps most importantly, be a confidant. What about wellbeing champions who are charged with supporting and speaking up for specific areas of wellbeing for both men and women? Perhaps the answer lies in awareness campaigns that breakdown the stigma around things like menstrual health, infertility and menopause through lunchtime seminars and staff workshops or even simply awareness posters that show your workforce you recognise and understand the complex emotions and challenges women’s health and wellbeing can create.

By providing your female staff members with proactive support and a safe working environment you’re not only likely to be legally compliant, you’re also likely to experience benefits where talent attraction and staff retention are concerned. Staff who feel safe and secure at work are much less likely to look elsewhere and you can build a reputation as an organisation that empowers and advances its workforce which is only likely to bolster your employee value proposition. We need to remember that women’s wellbeing is not just about the impact on the person you employ but also on the people around them. Doing business this way is sure to bring about whole business benefit. 

Small interventions can have a significant impact. They demonstrate how seriously an employer takes the challenges to health and wellbeing employees face and opens the dialogue to help reduce and remove any remnants of taboo and stigma. The result? Happier staff, empowered to perform at the best of their potential and take your organisation to the next level.

The future seems to be in our hands, and as we raise our next working generation, let’s ensure they enter a workplace that is not just compliant, but a workplace that understands, empathises and really empowers women and the complex creatures we are, so our entire workforce can benefit. 

To hear more about our view on women’s wellbeing in the workplace please join us at our WaterCooler workshop where we will be joining forces with Myla Health to consider not only the legal landscape but the clinical and HR framework around women’s health and wellbeing.

About the author:

Pam Loch is Solicitor and Managing Director at Loch Associates Group. Pam set up Loch Associates Group in 2007 to respond to the need for commercial and bespoke legal and people solutions for clients. She has continued to evolve the business to respond to client needs and is now proud to have services offering solutions in all elements of HR, employment and business law. 

As well as being the Managing Director of Loch Associates Group, Pam has also been a specialist, award-winning employment law solicitor for over 20 years and is a dual qualified solicitor, having qualified as a solicitor in 2000 in Scotland and England & Wales.

Loch Associates Group will be running a workshop at The Watercooler event on 23rd April from 15.00 – 15.45 entitled “Women’s Wellbeing at Work – understanding the connection between law and clinical health“. You can find out more and register to free to attend here.

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Menopause is undeniably a hot topic. It’s one that we’ve covered regularly on www.makeadifference.media and it’s an issue that our sister event The Watercooler will be honing in on next week too.

The rising significance of menopause in the workplace

As stigma around the menopause continues to ease, more and more employers are recognising that there is much they can do to support colleagues through this stage of life.

The recently updated guidance around what the Equalities Act could mean for menopause and disability potentially adds teeth to good intentions.

Under the Equality Act 2010, workers are safeguarded from discrimination based on protected characteristics such as disability, age, and sex. If menopause symptoms significantly hinder a woman’s daily activities, they may be considered a disability, compelling employers to make reasonable accommodations and avoid discrimination. Menopausal women are also shielded from age and sex-related discrimination, as well as harassment and victimisation.

Health and safety laws also require employers to assess workplace risks, acknowledging the impact of menopause on workforce wellbeing.

Sky News highlight, that menopause symptoms have driven one in ten women out of their jobs, underlining the urgent need for supportive workplace environments. Studies further reveal that two-thirds of working women aged 40 to 60 with menopausal symptoms have experienced adverse effects at work.

Menopause at The Watercooler

Menopause featured strongly on the agenda at The Watercooler in 2023 when Natalie Beresford, former Detective Inspector and Chair of the Menopause Action Group at Thames Valley Police, shared her candid journey of how the menopause disrupted her career and personal life.

At this year’s The Watercooler Event, the agenda is moving from talk to action. Conference sessions, workshops and exhibitors will help employers attending the event find the best approach to providing menopause support for colleagues.

One of these is Managing the Menopause, who will be offering workshops, webinars and Ask the GP sessions. Visitors can sign up for their newsletter and receive a free ‘menopause-friendly workplaces’ checklist, with five new subscribers standing a chance to win a license for their Demystifying Menopause for Line Managers online course. Attendees will also be able to benefit from an exclusive discount by booking sessions before May 15th.

The Watercooler Event is taking place at Excel in London on 23rd & 24th April. You can find out more about the exhibition and free to attend conference sessions and register here.

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Something that became immediately apparent in talking to Hughes is how passionate he is about committing to positive societal change through business; as you’ll see from this Q&A, Hughes is a firm believer of business as a force for good and holds extremely progressive, positive views on the role of wellbeing, health and safety to make a difference.

While many wellbeing professionals are pursuing the Holy Grail of measurement and clear ROI for any spend on wellbeing, Hughes’ questions whether we, as an industry, are indeed too focused on this and making a real difference depends on genuinely caring for people, regardless of the ‘pounds and pence’ you might get back…

What is most important to you when it comes to workplace wellbeing? What would you like to see the industry talking about more?

I’d like to see recognition of the need for a holistic approach to wellbeing – which considers all aspects of an individual’s health from physical, to mental, to recovery rates after intense work – and for this topic to be more a part of industry discussions.

In my opinion, there’s sometimes an over-focus on ‘what is the return on investment for the delivery of our health and wellbeing programme’? Actually, sometimes I think the question would be better framed as ‘what is the impact for the workforce, and the sustainability of the organisation?’, rather than ‘do we get our pounds and pence back?’

That’s really interesting as we hear a lot about employers chasing better measures of programmes…. Tell me more….

Some people might say my questions might be naive for businesses to address – but, actually, if you want to be the employer of choice in future then how you care for people under your charge, and making that better than what another employer does, is going to make you stand out. 

One of the things, for example, I often think about is this question: 

how can we transfer knowledge, skills and capability in people’s wellbeing long beyond their time working for my organisation?

Tell me more about why that’s so important to you…

It’s about helping people give their best within the work environment, but also being useful members of society and their community and being able to give their full to friends, family, loved ones or whatever is important to them. Our vision is for people to look back, 40 years on, at their time working for us and say ‘there’s things I did there that positivley impacted my quality of life as I got older’.

Personally, I think this is an obligation that organisations should embrace.

So, are you saying their wellbeing is more of a moral obligation than a commercial one?

It’s about performance, ultimately. 

In a high performance organisation, like ours,  you want people to thrive, but if you only look at that in the narrow lens of the world of work, you’re missing a lot of other inputs that make a difference and can help people have a greater quality of life.

The more things that people are doing outside of their work environment, that help pique their curiosity, or keep them perhaps in a better mental state of positivity and enjoyment, the better. It’s the longterm view and the cumulative impact of all the choices a person makes over days, weeks and months. 

As employers, it’s our job to give them the information and tools so that they can, on balance, make good decisions and good choices. Ultimately, if employees are on that kind of track for a healthier and happier lifestyle I think that creates a more productive, engaged work environment.

You are talking about an employer making a positive mark on an employee’s life long term. Do you feel that desire is something that is common in workplaces from your experience?

I think it’s fairly unusual, but that holistic approach is starting to become talked about more broadly. And, with my IOSH hat on I’d say that 20 years ago wellbeing might not necessarily have been within the sphere of occupational safety and health, and now it is. We understand people that are in better physical and mental health will generally make better decisions at work, that should reduce the potential for exposure to harm and that these things are interconnected.

What other issues are you particularly banging the drum for in terms of your presidency of IOSH?

Ah, lots! We’ve just released a ‘Towards a safe and healthy future of work’ report focusing on how we make use of the opportunities and challenges the future presents in terms of changes in technology, and where people work, and what that means for the profession.

I have three main focus areas: recognising the value within our volunteer network through a campaign called ‘By the members, for the members.; challenging the profession to enhance the research agenda to turn academia into useful instruments of practice; and, finally to promote Occupational Safety and Health and a fundamental human right.

Then there’s the ‘No time to lose’ campaign which is about making sure people are not exposed to harmful substances. And then we’re starting to see a number of bodies come together to look at how we effectively deal with the challenges of mental health, and that workplaces attend to the elements that they can control to reduce the burden of stress and burnout on their employees. 

Also, another big issue is how do you ensure that you communicate well for your neurodivergent employees.

Any areas you’d like to see companies step up?

Yes – health has always been what I call an ‘ugly sister’ of safety which hasn’t had as much time and attention. I think this is because, in part, because some ‘harms’ have a long latency period, so a workplace might be the cause of a chronic illness but it won’t develop for many years. I’d love to see organisations step up and challenge themselves to commit to making sure things they’ve done haven’t caused anyone harm, even when those people are outside of their employment now. But that’s a big commitment.

What are you going to be talking about at The Watercooler?

The interplay of HR and wellbeing, and how you get return on investment. I think it’ll be interesting as we’ll have different views.

In terms of return on investment, I understand the business need to demonstrate that you get value out of the investment that you make. But I think there’s perhaps a different way to view those outcomes. I think it’s more about demonstrating care for individuals and the long term impact of what you have in place. 

Yes, we’ve got to look at improvements in our organisations. But, perhaps more importantly, we should be looking at the secondary impacts to society of meaningful and well targeted wellbeing programmes. For instance, they could have an significant impact in terms of reducing the needs on services like the NHS. That’s powerful.

What about the ISO 45003 – what do you think of this framework?

If you don’t know where to start it’s probably a good place to get some insight into what is potentially impactful and effective. But I’m not inclined to apply a blanket framework to all organisations because they’re individually all very different so it’s necessary to work out which bits of it really work for you. 

Personally, I think we should be looking at the needs of the organisation and people within it, and tailoring to those, rather than taking a blanket standard and applying it.

And you believe, as well as adhering to rules and regulations, Health and Safety professionals need to be creative – is that right?

Yes! I think it’s really important. Rules and regulations are fairly black and white but there’s a lot of grey in there and the grey is where you can be creative in looking for alternate ways to do things. For example, in the way we communicate and engage with people and how we tell stories that are meaningful, rather than just quote statistics. That’s the way to generate change; storytelling is something I’m passionate about.

I think alot of people who go into a career in health and safety do it because they want to make a difference. Then they find themselves curtailed by systems, frameworks, documentations…. I’d like to see us be a bit more innovative and creative and imaginative in terms of how we actually influence people and work with organisations to, ultimately, get safer and healthier outcomes.

Clearly you have a very strong social conscience, which is great to hear. What message would you like to get out to your fellow professionals in this space?

Anybody that’s working within an organisation that has a human focus should really consider the impact of what they do and the potential to make societal change through the world of work. 

We spend more time at work than potentially anywhere else and that means that we can have a significant impact through the provisions that we put in in place for people. We need to look more at the interconnectedness of work and society.

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A brief dive into Gen Z’s workplace satisfaction, and how it connects with younger people’s declining mental health. 

The latest generation to enter the workplace is Gen Z, and they are often given a hard time. Considering they haven’t lived through the same “hardships” that previous generations have, and with the world being more comfortable than ever…why is there so much cause for them to complain? There is now even a trend of HR departments favouring older hires over younger counterparts. From Nordic employee wellbeing platform Kara Connect, Tobba Vigfusdottir shares her thoughts on why this generation might be struggling, and how employers can better navigate this new and largely misunderstood section of the workforce.

What is the problem?

People in their 20s are statistically more likely to be off work with ill health than employees in their early 40s. This trend has developed for several reasons, but it predominantly comes down to Gen Z being more likely to struggle with mental health issues. This, in part, is due to having grown up with social media; studies indicate that engagement with social media leads to higher rates of depression, self-harm and suicide. This worrying trend has developed to such an extent that, as reported by the Guardian, UK ministers were just last week discussing banning the sale of mobile phones to children under 16. 

As digital natives, Gen Z are also equipped with the ability to navigate a vast sea of news and information; crucially including insights into equality and workplace conditions. Unlike prior generations, who often adhered to a “grin and bear it” mentality, Gen Z recognises that these approaches no longer make for a comfortable existence. They understand the toll that excessive work can take on their long term health, and are unwilling to compromise their wellbeing for the sake of an entry-level position unless the potential career trajectory is clear. Prioritising their health, many Gen Zers may not necessarily aspire to claim C-suite roles. Besides the career aims, the fact also remains that access to adequate healthcare and mental health support remains a luxury. It is beyond the reach of many young people due to financial constraints and extensive waiting lists within public healthcare systems. 

These problems are often compounded by the response the wider world greets them with. Trivialising Gen Z’s habits and labelling them as “unable to cope with work” disregards the significant societal and economic factors that affect these employees. For example, navigating the move from education to employment whilst trying to keep on top of financial pressures, expectations of success, and higher rates of mental illness. 

The challenges facing young professionals

The problems around Gen Z’s mental health stem, unsurprisingly, from a variety of factors. As mentioned, the rise of social media has had a profound impact, affecting young women more than men. They are exposed to more and more of the same sensational, perfected material. This idea of curated realities and constant connectivity leads to heightened stress levels, and potentially impacting brain development. This phenomenon is evidenced by the aforementioned alarming increases in suicide rates and depression. 

People in general suffering with mental health may consequently also find themselves unemployed or in low-paid jobs. Having been exposed to social media their whole lives, resulting mental health issues often hinder Gen Z’s educational aspirations – whether by affecting concentration, attendance or academic performance. This ultimately limits job prospects. Then, for those who have begun their career, managing workplace stress and maintaining performance can be challenging even when in jobs. This leads to its difficulties, for example in securing advancement opportunities. Despite efforts to reduce stigma, discrimination persists in many workplaces against those who struggle with their mental health.

Strategies for employers

A big caveat for employers is that misunderstood and exploited workers no longer accept being taken advantage of. This generation expects to be treated with more respect. Psychologists are also seeing a great rise in Gen Z having a lower locus of control. This means that they don’t believe that they can impact their own futures, and are more likely to think that outside factors determine their fate – this could be luck, people in higher positions, or their academic success or failure. These factors together have led to a rise in silent quitting, where employees leave the workplace without even telling their line manager. This happens because they either don’t think it makes a difference, or because they are uncomfortable to approach their supervisors. 

Luckily, there are workplace leaders who engage with any discrimination, and seek to push back against this phenomenon and how employees are treated. Here, I outline some of the many ways in which managers, HRs, and bosses can help to support Gen Z – and it is often as simple as recognising the root of the problem and showing understanding. 

Creating a culture of awareness and support is essential. One can establish wellbeing support systems, or promote empathy amongst colleagues, but opening discussions about emotion and coping strategies can help build trust. Equally valid, of course, are those people who don’t immediately feel comfortable being part of something public. 

Comprehending Gen Z’s mindset is key. Employers should recognise the myriad concerns that young people have. This includes, but is not limited to: job security, professional advancement, as well as transparent lines of communication around pay equity and PTO. Different communication styles are needed in companies hiring Gen Z – it is essential for success, both for them and the company, that grievances are aired and workers can explain what is bothering them. Also, it is important to remember that people who are anxious or dealing with mental health problems work better if they are told clearly about the job, benefits and where it can lead. They are not even afraid to ask “what is a job” – and are not looking for the location, or time in the office or at their desk – they want to know what is expected of them, and employers need to be able to explain. 

I have already alluded to Gen Z’s wider education and digital proficiency. Employers should adapt to their preferences by implementing up-to-date tools and messaging platforms. This approach, as well as enhancing efficiency, also demonstrates a commitment to meeting Gen Z’s preferences. Beyond this, employers can go further and actively involve Gen Z in digital transformations. This gives employees confidence; their unique qualities can actively contribute to the work environment. 

The bottom line is that while some corners of the media seem to feel obliged to peddle out the rhetoric that Gen Z’s workplace problems are overplayed, I’d like to emphasise that there has never been a more important time to prioritise mental health and wellbeing in the workplace. There are wonderful (and successful) initiatives in Nordic countries, aimed at achieving a better work-life balance. The bigger the reach of projects like these, the better. By strategising like this, employers will reap the benefit of supporting their employees, who in turn will be in a better position to support them.

About the author

Tobba Vigfusdottir is CEO at Kara Connect. Tobba holds an M.Ed in Educational Psychology from the University of Washington in Seattle, USA and a B.Ed. from the University of Iceland, She has worked as a political advisor to the Minister of Education and a project manager at the University of Reykjavík. Tobba is the Vice-Chairman of the National Theatre of Iceland and has sat on numerous public boards, including the Reykjavík Energy Company and Bus.is. 

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What’s up, GenZ?

In this Q&A with Mariyana Zhou, HR Director at fintech firm 1inch Network, who is speaking about AI at The Watercooler, revealed her struggle in trying to deliver a genuinely flexible and personalised wellbeing benefits package to her employees. 

On the back of her comments and challenges, we reached out to leading benefits provider Gethin Nadin, Chief Innovations Officer, Benefex for his response, and his advice on how to get the best out of benefits, and how to make them more flexible and personal.

Don’t confuse choice with personalised support

This is a common mistake Nadin, with some employers falling into the trap of thinking that giving employees many choices is the same as giving them a personalised benefits experience. It isn’t. 

As he says:

“To create personalised health and wellbeing experiences, we need to ensure that either employees can customise their experience themselves, or the employer facilitates this personalisation through data.”

True personalisation comes from using data to offer individual employees a benefits experience that is based on their specific preferences and needs. He likens this to the way consumers are already used to be served personalised choices by the likes of online streaming services or the way online book retailers serve up new suggestions:

“A library has a choice of books, but an online bookshop will use your spending history and book ratings to personalise your experience. We (benefits providers) should now be able to surface a benefits experience that is bespoke – so employees are suggested the benefits they may be interested in and shown how certain benefits can help them and their lives.”

Technology should save employers hundreds of hours in terms of admin time

According to Nadin, the average employer spends around 20-25% of the cost of their payroll on benefits, making benefits a huge expense.

“This expense should be managed carefully to get the most out of that investment,” he says, adding the technology is available to save clients a huge amount of time in admin and can “be very effective at delivering high quality, highly engaged benefits schemes”.

Moreover, a good benefits provider, he says, will not push a product on you but will help you to design and build a scheme with as little impact on your and your team as you need. 

“Many benefit technologies now offer varying levels of self service, so the employer can flex up and down how much they get involved based on resource their end or appetite to get involved,” he says.

A mindset change towards benefits is necessary if they are really to make the biggest impact

This is a point that Zhou made in her Q&A, and that Nadin agrees with adding that: “We also need more boards and CEOs to understand that benefits are no longer just about reward – they are about talent management, productivity, wellbeing, sustainability, etc.”

As he says, used intelligently, benefits don’t just attract people to an organisation, but they can also be used to attract and retain certain talent pools, and boost employee wellbeing and subsequently productivity.

“They are a core and growing part of an EVP and require us to invest more in them as a result,” he says.

Your benefits provider should be able to advise you on the best benefits to offer 

As Nadin says, benefits providers via employers should have access to millions of data points which can give insight on what benefits and benchmarking should exist in a client’s scheme. 

“A good provider will not only be able to surface that data to help you choose what benefits to roll out, but they’ll also show you levels of eligibility or entitlement and even predict cost savings – all based on a decade of real customer data. Combining real world data from other, similar employers as well as capturing employee preferences is a strong position to be,” he says. 

Good data is key

“You should have benefit specific employee surveys as well as post-enrolment satisfaction surveys. It’s also good practice to get a working group of random employees who can give you qualitative data, not just quantitative,” advises Nadin.

Don’t just consider what your employees want, consider what you want them to have

Again, Nadin makes this point that benefits can drive “better outcomes” for employers, not just employees. As an example, he encourages you to ask the question: what benefits will reduce turnover or lessen absence rates?

Make sure your provider enables you to choose benefits when needs arise

According to Nadin this is really importance and often known as “anytime benefits”. They are set up outside of enrolment periods so employees can still choose them.

Employers should shop around and, even when budgets are tight, approach some of the established players for deals

Nadin concedes that perhaps smaller employers don’t get as much choice or flexibility when it comes to benefits, and there are newer, smaller vendors which operate from fixed choice models with very little customisation. However, he also adds that “many enterprise providers are keen to work with fast growing, small employers too”.

“There are true flexible or online benefit providers, but these are few and far between. Most of the players are now fixed models where an employer chooses from a “set menu”, rather than having a scheme that is as individual and flexible as most employers are,” he says.

Finally…

Finally, in response to Zhou’s comments that smaller vendors tend to be more flexible, he says this doesn’t chime with his experience, in which he’s found the opposite. And, with regard to Zhou’s desire to find a package that will simplify and communicate all the benefits, according to Nadin, this does currently exist, as does “personalised content and communications based on the individual”.

No doubt this will be a hot topic of discussion at The Watercooler, which Zhou will potentially touch on in her session on ‘How to use AI to support wellbeing, HR and grow the employee value proposition’. Watch this space…

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