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Sometimes there are sensitive issues that need to be addressed – for example, pointing out to someone that their behaviour is causing you (or others) problems or is contrary to law or policy. Bringing this to their attention in front of other people or when feelings are running high (if their behaviour has caused annoyance, for example) can mean that they lose face and can feel ‘got at’. This can not only make the situation worse by antagonizing them, but could also potentially lead to a complaint of bullying, on the grounds that your behaviour was humiliating and contrary to their dignity. It is important not to shy away from sensitive issues, but we do have to make sure that we deal with them in the right place and at the right time.
Fostering employee wellbeing is good for people and the organisation. Promoting wellbeing can help prevent stress and create positive working environments where individuals and organisations can thrive. Good health and wellbeing can be a core enabler of employee engagement and organisational performance. The COVID-19 pandemic has also pushed employee health and wellbeing to the top of the business agenda over the past few years.
This factsheet focuses on wellbeing in the workplace, explaining why it matters. We outline the domains of our wellbeing model, and look at the role of different stakeholders in cultivating a healthy workplace. Explore our viewpoint on employee health and wellbeing in more detail, along with actions for government and recommendations for employers.
Walk into a bank with a stocking on your head and you’re probably going to get arrested. Civil society as we know it is dependent on identity and responsibility. A person does something and owns the consequences. This requirement of identity leads to the dynamic of the free market that we call trust.
Even companies, which aren’t people but lately have been given many of their privileges, occasionally have to pay the price for abusing our trust.
Climate change caused by human activity is threatening the well-being of humanity. The wealthiest countries and individuals are responsible for a disproportionate share of emissions, whilst the poorest countries and sections of society are the most vulnerable to the impacts of climate change. Similarly, our use of natural resources is unsustainable and unjust. Technological change is essential but not sufficient; fundamental changes to economic models and social norms will also be required, but there is not yet sufficient public or political consensus to make these changes.
JRCT is deeply concerned about climate change and its effects, and believes that our care for future generations morally compels us to play a part in tackling it. We see it as both a symptom of our unsustainable and unjust global economic system, and a cause of serious injustice and conflict both now and in the future. Addressing climate change will require long-term political, economic and social changes. Trustees are aware that there is much work to be done in this field and JRCT’s funds are limited.
A much-needed resource in these pressurised times. Keeping pressures within manageable limits is a very demanding undertaking in these modern challenging times. This manual provides important practical guidance eon managing pressure and keeping stress at bay. Essential reading for all busy practitioners and managers.
Available from https://neilthompson.info/shop/ or Amazon
Busy people can easily get themselves into a whirl of activity that strongly resembles a hamster wheel – an awful lot of energy being expended, but not necessarily much progress being achieved. What can therefore be of great value is to take a step back from time to time and think about what our current pressures are and work out what is the best way of dealing with them. Can we change anything in the way things are currently working out? Can we deal with certain issues differently to ease or remove certain pressure points? Can we reschedule or reprioritize certain things? Do we need someone’s assistance or support in some areas? All these important questions can remain unanswered if we just press on and not make the time to step back and take stock. This is a key part of reflective practice.
When I began going to ecotherapy sessions at my local allotment, I was in a dark and difficult place. I was chronically stressed, highly anxious and so burnt out that in work meetings and social gatherings I would cling on to whatever I could in case I collapsed. My head was awash with worry and my body was ready to fall apart. I was terrified and at war with myself – until ecotherapy, an outdoor therapy involving activities in nature, showed me a better way.
“In my family, stress and exhaustion were synonymous with who we were and how we existed.”
My road to burnout had been lifelong. In my family, stress and exhaustion were synonymous with who we were and how we existed. Part and parcel of how we survived. It took me many years to recognise that my dad dying of a heart attack at only 52 may have been caused in large part by this militant blueprint for life. A blueprint I saw emulated again and again in the wider culture as I left home and started work, by friends who would sleep under their desks to maximise their time in the office or employers who would congratulate me on doing 11-hour days after getting to work when the birds were asleep.
How it works: You’ll start by talking to an Acas adviser about the challenges you’re facing and what you’ve tried already. They will work with you and your staff to put together practical solutions. They can also work with your trade union or employee representatives where appropriate.
What we can help with: The support can range from a couple of days to a longer-term project, depending on what you need.
- run workshops
- lead working groups and focus groups
- help set up an employee forum
- work with your management and staff representatives to solve problems