Focus
- 13.1: Assessments
- 13.2: Staff engagement and retention
- 13.3: Health and wellbeing
- 13.4: Nutrition
- 13.5: Stress management and prevention
- 13.6: Resilience training and assessment
- 13.14: Creating a positive work culture
Challenges
- 20.1: Performance management
- 20.2: Negativity, conflict and stress
- 20.3: Sickness absence in the workplace
- 20.4: Staff turnover
- 20.5: Workplace bullying
- 20.6: Mergers and acquisitions
- 20.7: Recruitment and retention
- 20.8: Downsizing and redundancy
Solutions
- 21.4: Expert advice
- 21.5: Cultural change management
- 21.6: Leadership and manager behaviour
- 21.7: Team building
- 21.8: Training and development
- 21.9: Coaching and mentoring
- 21.10: Assessments and surveys
- 21.11: Therapy and motivation
- 21.12: Research and analysis
- 21.13: Executives retreat
- 21.14: Conflict resolution service
- 21.15: The Stress Advisory Service
- 21.16: Code for health and wellbeing
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Case Study
High levels of absence and work related stress in a charitable organisation - UK
The Situation
A £3m turnover Charitable Company with 160 staff providing services to people with learning disabilities was in trouble as it was failing to adapt quickly enough to changes within the commissioning processes for their services. Other signs of failure included a high absence level amongst sections of the workforce, and high levels of work-related stress. The company started as a small intimate organisation which grew throughout a twenty year period but sought to maintain the small intimate culture in the face of expanding staff numbers and range of services
The Action
Derek Mowbray of OrganisationHealth was commissioned by the Board to review the role of the chief executive and the remuneration for the position; the organisation and management of all the services together with the role of the Board. This three stage project followed conventional lines of assessment, formulation and implementation, using the method of action learning and research sets to assist with the formulation and implementation.
The Outcome
The company has now a changed its organisational architecture to meet its revised purpose; it has lowered background costs and reviewed and, in some cases, revised the rules for managing the organisation. It now has a more open structure and mutually supportive staff that devote greater energy to serving their clients. Commitment and trust within the organisation has increased and absenteeism has been reduced.