AGR 3D Robertson Cooper

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…

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For free tools (including i-resilience) and downloads from Robertson Cooper visit www.robertsoncooper.com/gooddayatwork

Contact us: [email protected] 232 4910