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Are your graduates tough enough? Building resilience and well-being
Professor Ivan Robertson, Nicole FergusonRobertson Cooper Ltd
Overview
• What is resilience and why does emotional well-being matter?
• Why do graduates need resilience?
• Graduates’ resilience, mental toughness & well-being during difficult times
• Building emotional resilience and well-being in graduates
What is resilience?
• Psychologically positive and healthyResilience protects psychological well-being and health
• Behaviourally effective and capableResilience helps to retain a focus on what matters and supports effective behaviour
Resilience – Alias...
• Vitality
• Energy
• Flexibility
• Mental toughness/strength
• Hardiness, etc...
Why does it matter?
More than 40 longitudinal studies in last 10-12 yearsPsychological well-being factors (positive feelings,negative feelings, optimism, depression, anxiety,smiling(?) ...) predict:• Earlier death • General ill health (including heart disease, blood
pressure, immune system functioning, frailty in later life, cancer(?) ...)
Source: Diener & Chan, 2011
Why psychological well-being mattersStress
Hypothalamus reacts and releases biochemicals (specifically CRF)
HPA & Sympathetic Nervous System activated
Shorter term physical reactions: increased BP, pulse rate ... Stomach distress, headache, musculoskeletal pain, sleep disturbances
Longer term consequences, including heart disease, immune system disruption
Why psychological well-being matters
Why well-being matters
• Cardiovascular riskBlood pressureCholesterolHR variability
• Weight/DiabetesGlucose regulationProtein & fat metabolism
• Immune systemInflammatory processesAutoimmune problems
Why does it matter?
But how big are the effects on mortality and health?
• Twice as likely to have died (2,800 people, two year follow up; 850 people, five year follow up)
• Live 6-10 years longer (healthier and happier) • Size of effect similar to other well-established risk
factors (e.g. smoking, diet)
Sources: Ostir et al., 2000; Wilson et al., 2003; Diener & Chan, 2011)
Why does it matter?
0
5
10
15
20
25
30
35
% Colds
Positive W/beingscores
ModerateW/Being scores
Low W/Beingscores
Cohen et al., Psychosomatic Medicine, 2003
Psychological well-being: The link to performance
Some studies:• Donald et al., (2005) – almost a
quarter (23%) of variance in employee productivity (sample of 16,000UK employees) is explained by:- Psychological well-being
- Perceived commitment of organisation to employee
- Resources and communications
• Cropanzano and Wright (1999) Five year longitudinal study of psychological well-being and performance. Strong correlation between well-being and work performance
• Taris & Schreurs (2009)Client satisfaction (66 organisations, r=.29)
• Ford et al., (2011)Overall performance (111 organisations, total sample 10,000+, r=.40)
Why psychological well-being matters
People higher on psychological well-being• Show greater flexibility and originality• Respond better to unfavourable feedback • Make more positive judgements about others• Show higher levels of “Engagement”• Are more productive• Are likely to live longer … be sick less often … and
have happier work and home life
*Lyubomirsky, King & Diener, 2005
Why do we need resilience?: (Frequent) travel
• Research* - travellers versus non-travellers:– General medical claims are higher – Psychological illness claims are 3 times higher!– Claims from spouses of travellers are 16% higher (over 30%
higher for psychological problems)– Young children are negatively affected
• Poor scores on Psychological well-beingwith average scores in the worst 20-25% for Manager/professionals
• Benefits from some trips
Sources: Dimberg et al., 2006, Liese et al., 1997, Espino et al., 2002, Westman & Etzion, 2002
Why do we need resilience? Work
• Working more than 11 hours a day consistentlyLikelihood of depression – 250% higher than people working fewer hours
• Travellers versus non-travellers:– General medical claims are higher – Psychological illness claims are 300% times higher– Claims from spouses of travellers are 16% higher
(over 30% higher for psychological problems)
Sources: Virtanen et al., 2012; NISER, 2012, Dimberg et al., 2006, Liese et al., 1997, Espino et al., 2002, Westman & Etzion, 2002,
Why do we need resilience?:
24 years or under 25 -34 years 35 - 44 years 45 - 55 years 55 or over2.5
2.6
2.7
2.8
2.9
3.0
3.1
Total stress
N= 20,000, General working population
What factors influence psychological well-being and resilience at work?
Person SituationWorkNon-work
i-resilience : Personal resilience
Important workplace factors
• Demands
• Control
• Support
Johnson & Hall, 1988; De Lange et al., 2003; O’Driscoll & Brough, 2010
Workplace factors and well-being
• Demands• Control• Relationships• Change• Role• Support
• Demands• Control• Support • Change• Role• Reward &
contribution
The ‘6 Essentials of workplace well-being’ - Robertson Cooper
The “6 essential” sources of pressure
• Resources and communication (Pressure from lack of resources or information)
• Control and autonomy (Limitations on how the job is done or freedom to make decisions)
• Balanced workload (Peaks and troughs in workload, difficult deadlines, unsocial hours, work life balance challenges)
• Job security & change (Pressure from change and uncertainty about the future)
• Work relationships (High pressure relationships with colleagues, customers, bosses)
• Job conditions (Pressure from working conditions or pay and benefits)
Work & Well-Being
Exercise: Sources of pressure for graduates
• Which factors do you think your graduates are currently troubled by?
• Do you think these factors are likely to get better / worse as over time? If so, why?
• What do you think could realistically be done to keep these factors positive for graduates and address any potential issues?
Building & sustaining resilience
• Learning & development• Effective management, leadership &
organisational processes• Tracking well-being AND the drivers of well-
being• Selection, assessment & talent management
processes
Better psychological well-being and performance (resilience) is associated with:
• Positive (optimistic) thinking styles
• Experiencing tough challenges
• Recognising and developing signature strengths
• Using active (Problem-focused) coping strategies – rather than emotion-focused coping
• Retaining a clear sense of purpose
• Cognitive flexibility - control of thoughts and feelings
• Establishing and nurturing a supportive social network
• Looking after your physical condition – exercise may be the “magic bullet”
Learning & development: Resilience training
Practical tips and
techniques to build
resilience
ConfidenceRecognise your strengths
Positive attribution
Challenge & mastery
Physical well-beingPurposefulness
Personal moral compass
Achieving your goals
Positive mental time travel
Workplace purpose
Social SupportEffective networking
Gratitude visits
Capatalising
Empathy vs. sympathyAdaptability
Resilient thinking
Thinking errors
Mindfulness
Working smarter
Personal resilience
Learning & development: Resilience training
• Positive (optimistic) thinking styles
• Experiencing tough challenges - Stretch … but not Panic zone!
• Recognising and developing signature strengths
• Building mental toughness through tough experiences (but with suitable respite)
• Physical exercise!
Building resilience: Challenge & Mastery
Who said this ..?
• “… I put myself under immense pressure - I’m very healthy, but I need that pressure. It only becomes stressful when you can’t handle it…..and boy, do I love handling it!”
• “…This job is everything … I know I will never be under more pressure … what I have truly gained is the knowledge that I can cope with the pressure of any job in the world … and that makes me happy”
Building resilience: “Tough” experiences
• Tough (very challenging) experiences CAN build higher resilience but only if …
Failure and success are attributed positivelyThere are sufficient periods of respiteThe challenge seems worth it (long-term goals can be a source of motivation)Thoughts and feelings are controlledBeliefs and ambitions are properly grounded in reality
Management, leadership & organisational processes
The Well-Being Reservoir
Respect & attention
Learning & Development Fair rewards
Resources & communications
Work relationships
Balanced Workload
Job Security & Change
Job conditionsControl
Management, leadership & organisational processes
Management, leadership & organisational processes
• Control the “six essentials” of workplace well-being
• Balance challenge and support
Resources and Communication
Control
Work Relationships
Work Life Balance; Workload
Job Security& Change
Pay, Benefits & Job conditions
Psychological well-being
Tracking well-being AND the drivers of well-being
Person profile
Resources and Communication
Control
Work Relationships
Balanced workload
Job Security and Change
Job Conditions
Job profile
Resources and Communication
Control
Work Relationships
Balanced workload
Job Security and Change
Job Conditions
“Matching” ScoreScore indicates if person is likely to “flourish” or be “troubled” in the role
Selection, assessment & talent management
Job profile
Resources and Communication
Control
Work Relationships
Balanced workload
Job Security and Change
Job Conditions
Source of pressure in the job6…………………………………….1
Profiling the job
Person profile
Resources and Communication
Control
Work Relationships
Balanced workload
Job Security and Change
Job Conditions
Troubled by this1…………………………………….6
Profiling the person
Person profile
Resources and Communication
Control
Work Relationships
Balanced workload
Job Security and Change
Job Conditions
Job profile
Resources and Communication
Control
Work Relationships
Balanced workload
Job Security and Change
Job Conditions
Profile comparison
Collaboration to develop tool
Expected outcomes• A new, simple tool - to help ensure that recruits are
better able to withstand the pressures in a job. • “Pressure profile” of roles for collaborating• An executive report summarising the work done and
the main outcomes.• Preferential access to the tool for collaborating
organisations.
Building & sustaining resilience
• Learning & development• Effective management, leadership &
organisational processes• Tracking well-being AND the drivers of well-
being• Selection, assessment & talent management
processes
Take your graduate development programmes to the next level…
Enjoyed today’s session? Enter our prize draw and win a graduate development package for your organisation. See Nicole for more info.
For free tools (including i-resilience) and downloads from Robertson Cooper visit www.robertsoncooper.com/gooddayatwork
Contact us: [email protected] 232 4910