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Better Life at Work - Manager Information


General Introduction

SCo implements a Better Life at Work program and offers a range of preventive activities to preserve physical and mental health: in this win-win strategy, wellbeing is clearly beneficial for employees and society, but can also reduce the significant costs of absence and employee turnover. Providing support at earlier, preventative stages of the employee journey may deliver a better average return on investment. Addressing well-being at work increases productivity by as much as 12%. Read more below.

On the other hand, Positive effects of “Well-treating” managerial practices on well-being at work are well known : support from the supervisor, recognition, organizational justice, fair repartition of roles and workload, quality of the relationship between leader and team members, inspiring, role model, empowering, developing and challenging team members, appreciative, realistic optimist, trusting,.. and they contribute to create one positive atmosphere.

Managers have responsibilities and impact. The topic is complex : it is not only about preventing the negative, minimizing the risk factors of stress, but above all actively generating Wellbeing at work through positive practices.

Appreciated Managers are closer to coaches these days, with encouraging speeches instead of directive authority and control, empowering, developing and challenging team members, while trusting them and giving them autonomy and recognition.

In this section, managers will learn about how their role can lead  to a better life at work combined to productivity in parallel.



What will I find in this article?

In this section, you will find more information about the ways to support employee’s wellbeing as a manager, both to facing existing problematic situations and acting preventively.

It includes how to be attentive to mental health and wellbeing at work, how to detect early signs of distress or fatigue, which initiatives can be taken, who are the contacts persons in the company to help employees having difficulties, what are your responsibilities and their limits, and where/from whom you can get support.

Complementary to the detection and actions when there are issues, you will learn about the elements contributing to generate employee’s wellbeing  : the good managerial behaviors, attitudes, work organizational factors, ways to improve performance and engagement keeping the people well and fulfilled.

1. What is burnout and how to identify it?

Burnout is the result of a long process linked to an accumulation of stress, the origin of which is in (over)commitment to work. Several symptoms can then be observed and should raise the alarm, such as concentration problems, a drop in performance, fatigue, mood disorders, cynicism, detachment, an inability to act or an over-commitment to work that does not necessarily lead to the expected results. 

Burn-out risk Observatory by medical teams (Training, harmonized tools)

The burn out (BO) Observatory, deployed by SCo since 2016, is a monitoring system to identify the causal factors and the impact of BO situations or situations at risk of BO in the company.  BO and risk of BO cases are recorded by the site physician/psychologist in a secure database, in an anonymous form, after getting the employee's agreement. 

The Observatory register allows producing quantitative and qualitative COLLECTIVE data on BO with the aim of better targeting working conditions at risk, and to identify and implement prevention and management measures in order to reduce impact on the company’s employees and activities.  Quantitative collective data are provided at Group level, and are presented to the Group’s Management and to the Workers Representative bodies.

Guidance for Sites:

  • SCo guideline on stress prevention and management (2014) 
  • SCo guideline on Post-Traumatic stress (France, 2016): en cas d’accidents / événements traumatisants pour les collègues et le site : que faut-il faire? 
  • Change impact grid: EN, FR - instructions FR: when changing an organization, how to define priorities? It is a methodology to ask questions when changing a work situation: what are the impacts? How to find alternatives? And identify what to keep → how to qualify the change, who it concerns, how it is planned to be implemented and what result is expected?

2. What can I do as a manager for my team?

As a manager, you have a duty to look after and take care of your team. To do this, you have various tools at your disposal. Linkhere. 

Trainings:

First of all, you have training that you can follow, and encourage your team to do the same. 

Prevention:

But you also have the power to take action in terms of prevention. This means : 

  • Define clear role : what’s in and out of your scope
  • setting clear and achievable objectives for each member of your team. 
  • it is imperative to establish a communication relationship with them, allowing for feedback and formal or more informal exchanges. In this way, your team members will dare to come and talk to you if they encounter a problem or difficulty. 
  • You can also help to increase your employee's resources by providing support, recognition, constructive feedback, participation, skills and coaching. On the other hand, attention must also be paid to reducing job demands and risk factors, such as:
    • Work overload, Mental overload
    • Emotional overload, Emotional dissonance
    • Role ambiguity, Role conflict
    • Routine
    • Mobbing, interpersonal conflicts
    • Many changes
    • Lack of adequate material

Practical Tools:

You have at your disposal : 














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