How can reflexology treatment help increase the levels of productivity, engagement
& morale?
Stress is very common at workplace nowadays
Stress is among the top three causes of short- and long-term absence and is the primary cause of long-term absence in over a fifth of organisations.
Reference: CIPD HEALTH AND WELL-BEING AT WORK
Cases for reducing stress and improve employee well-being
Wellbeing and engagement – virtuous circle
There is a strong correlation between high wellbeing and engagement levels and these two states are also ‘mutually reinforcing’ and essential for optimal individual and organisational performance leading to big savings for companies’ bottom line in terms of staff costs, productivity and performance (Physical Health Gallup’s, 2013) .
Sustaining high performance
A CIPD report found that “engagement is important for performance but that it is unlikely to be sustainable unless it goes hand in hand with wellbeing”. In it, Robertson Cooper commented that stress management outranked the more holistic & preventive idea of ‘wellbeing’ in terms of popular interest.
Reflexology can reduce stress and improve wellbeing!
Other renowned organisations highlight the importance of looking after staff wellbeing
The ACAS (Advisory, Conciliation and Arbitration Service) also agrees that better employee wellbeing will lead to improved workplace performance.
A report compiled for the BITC (Business in the Community) states, ‘The business case for promoting wellness and engagement is clear. A healthy, engaged and resilient workforce is more productive and profitable in terms of efficiency, customer relations, team working loyalty and retention, and sustainable performance.’
Why should your organisation take the initiative, rather than leaving it up to the employees?
It will benefit both your employee and your organisation.
‘Most people in employment spend 60% of their waking hours in work and...the workplace is a great place to promote the benefits of enjoying a healthy, active lifestyle.’ South Ribble Borough Council comment in a government survey.
‘We believe that everyone benefits when staff are happy and healthy at work.’ Shaw Trust
‘Healthy staff are known to be more productive...’ NHS Plus
A case for holding weekly sessions at the work place
A government paper highlights the importance of early intervention in a hypothetical case listed below.
For example, for a patient with back pain whose condition has not resolved quickly, the clinician may decide to refer to physiotherapy. Yet the waiting time to see a physiotherapist and start a course of treatment is often long. It is likely that the patient will continue to be signed off work until they are seen and treated by a physiotherapist.
Furthermore, over this time it is possible that the back pain could become chronic and may start to affect the patient in other ways. Common mental health problems such as depression and anxiety may appear, perhaps through being removed from normal work and social settings or possibly from seeing a reduction in income and being unsure of the future. By the time a course of physiotherapy for the original condition is complete, the patient may be unable to return to work for a multitude of other reasons.
In considering a range of service models, the literature review highlighted the importance of three key principles for effective early intervention.
• Holistic care in line with the ‘biopsychosocial’ model.
This simultaneously considers the biological (the disease or condition), the psychological (the impact and perceived impact on mental health and well-being) and the social (wider determinants that can have a negative impact on health and well-being including work, home or family situation) and the links between all three factors.
There is also a compelling case for organisations to move beyond the traditional health to embed health and well-being at their heart and to create an empowering and rewarding work environment for all employees.
Reference:
Working for a healthier tomorrow
Dame Carol Black's Review of the health of Britain's working age population