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Borealis Wellbeing concept

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Kalle Pietilä

on 8 September 2016

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Transcript of Borealis Wellbeing concept

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According to the data from the Upper Austrian OÖGKK, the number of
sick leave
days taken due to mental health-related conditions has risen by 64% between 2003 and 2012 [1]
is the second most common work-related health problem in Europe, following musculoskeletal disorders [1]
50% of all employees in Europe state that stress is not properly addressed in their workplace [1]

Definition of Competence
: A cluster of related abilities, commitments, knowledge and skills that enable a person (or an organisation) to act effectively in a job or situation.
Competence indicates sufficiency of knowledge and skills that enable someone to act in a wide variety of situations. Because each level of responsibility has its own requirements, competence can occur in any period of a person's life or at any stage of his or her career.
Print out the wheel of wellbeing prior to the development dialogue
Ask your
to fill it
It will help you
the "red" zones to develop
It will help you to start the
wellbeing dialogue
in a proactive way
[1] Finding balance - An active pursuit. A guide to the Prevention of Psychosocial Stress (brochure)
[2] Getting older working longer. Presented by Thomas Horill, Adijata Kovacevic, Stefanie Laufer, Irene McGill, Will Nuckley, Axel Wittershagen

Situational Leadership model by Kenneth Blanchard

Think about in which "
competence box
" your employees might be situated. Apply the appropriate
leadership style
Open questions
Possible actions
What is he/she lacking?

In what way would he/she like to develop?

Does he/she feel that there are enough development opportunities available?

How does he/she feels in the current role?

What more would he/she like to learn?

How well is he/she utilising the opportunities offered?
BBA courses and Internal Trainers
Job rotation
On the job training
Talent Leadership/Expert Programs
Network activities
Project involvement
Mentoring; Coaching structured platform (internal mapping)
Ensure knowledge and experience sharing within teams
Mentoring and coaching of new employees
External training
For more information on Wellbeing contact your local HR or HSE organisation
Flexible working time
TIP: Support
to use up
their days of
The emotional connection that an employee feels toward his or her employment organisation, which tends to influence his or her behaviour and level of effort in work related activities. The more engagement an employee has with his or her company, the more effort they put forth.

Employee engagement also involves the nature of the job itself - if the employee feels mentally stimulated; the trust and communication between employees and management; ability of an employee to see how their own work contributes to the overall company performance; the opportunity of growth within the organization; and the level of pride an employee has about working or being associated with the company

WHO definition of Health
Health is a state of complete physical, mental and social Wellbeing and not merely the absence of disease or infirmity.
The correct bibliographic citation for the definition is:
Preamble to the Constitution of the World Health Organization as adopted by the International Health Conference, New York, 19-22 June- 1946; signed on 22 July 1946 by the representatives of 61 States (Official Records of the World Health Organization, no. 2, p. 100) and entered into force on 7 April 1948.
The Definition has not been amended since 1948.


Finding the balance
Holidays are a sacred time for all of us. This is where personal plans and work engagements collide.

How is backup organised within your team? Is the backup burden too heavy for some employees/team members? Do you help your employees arrange backup, or delegate it completely?

How well do you know the personal situation of your employees, their family status ? Do they have children, or relatives that need care or that are sick?

Is career planning only a topic
for Q3 performance dialogue
an ongoing discussion?

Physical health

We provide employees with opportunities and information to manage their own physical health

Open questions
is very important:
active listening,
asking questions.
Line Managers
should build
and support
based on trust
Borealis Values
Personal values

your personal set of VALUES
how to you prioritise between your
Private life/Family and Working life/Career?
What comes first and second on you list?

Do you think that your employee
would have the same or different priorities ?
Do you have employees
with a different cultural
background than yourself?
Are they located in a different location/time zone?

How much do you recognise
the impact of language and
culture on communication
with your employees?

Beware of work stress
spilling over into other
areas of your life.
What benefits do you see in
Remote working (home office)
arrangements for your employees? What challenges does this bring in your opinion?

What are the benefits for Borealis? What are the benefits for employees?

What benefits do you see in
arrangements for your employees? What challenges does this bring in your opinion?
What do you prefer yourself, home office or corporate environment? Which makes your life easier and work more enjoyable?
- Flexitime, trusted working time, compressed working week
- Part-time employment, part time retirement/phased retirement, phased return from leave, job sharing
- Home office, occasional working from home
We ensure an open,
fair and respectful
working culture
based on our values
This means...
- Education of Line Managers
for early intervention and
awareness of possible issues
- Behavioural excellence
embedded in the organisation
Our leaders and employees
are committed to finding
the appropriate balance
between work and private life
This means...
- Use of leave according to local legislation
Nursing leave (children, parents), sabbatical leave, study leave

- Social activities
Year end celebrations, family days, open air events, social events
- Structured career planning dialogue
Clear communication of possibilities and time frame, commitment via e.g. myPDS

- Workload and work design management
Ensure backup within the team
Open questions
Mental health

We provide employees with opportunities and information to manage their mental health

Mental health
What is his/her stress level? Can he/she cope with it?

Is he/she reading/answering emails from home at spare time?

Is he/she taking work home?

How is he/she feeling in his/her current role?

Has he/she received recognition or praise for good work from a colleague recently?

Does he/she do a lot of overtime?

Are you as manager reading or writing e-mails during your spare time?
Physical health
How is he/she doing?

Does he/she get enough rest?

Does he/she have difficulties falling asleep?

Does he/she manage to take small breaks during the work day?

Does he/she get help from the colleagues if needed?

Mental health
Talk (on the phone) instead of sending emails.

Promote open dialogue and embed positive attitudes and behaviours.

Remember to revert to the discussed topic (not only in development discussions).

Really listen when somebody talks (active listening).

Familiarise yourself with your organisation’s mental health policies and practices and the
ways in which staff can seek confidential advice and support.
We ensure that employees are engaged in meaningful and challenging work whilst being recognized and rewarded for their contribution
We provide employees with the opportunity for personal development and growth in line with their career prospects.
We create an environment where employees can openly communicate, give and receive feedback supported by the People Survey.
Challenging and meaningful work
Personal development and growth
Open communication
Understanding the person's role in the organization
Why is his/her job important?
What is the correct level of challenge?
Job rotation?
Stretch goal assignment.
Is the person accountable for work progress?
Does he/she have career aspirations?
Is the person able to choose tasks according to his/her note?

How does he/she seek satisfaction
from achievements?
How can people put their
personalities into use?
Is there a nice atmosphere amongst colleagues?
Is there trust, respect and acceptance between the team?
Do people feel that everyone is treated fairly?
Are there any tensions?

Transparent way of working

Honest and constructive feedback

Safe and healthy working culture
We ensure a safe and healthy working environment, providing the right tools and training for the job.

Open questions

Is he/she feeling safe at work?

Has he/she noticed bullying at work?

Has he/she noticed sexual harassment at work?

Does he/she think that work load is divided fairly in our team?

Does he/she know what is expected from him/her in work?


Lead by example (show that Wellbeing matters)

Please remember that everybody has a responsibility in terms of safety!

Is there something that could be improved in his/her work environment?

All employees have the
opportunity to grow and expand their competencies within Borealis.
Opportunity to grow
Build a dialogue,
ask open
to listen!
We effectively manage the transfer of competencies between employees across the organisation.
We recognise employees’ competencies and actively promote ways to share and develop these with others.
Recognise and promote
Manage the

Our leaders are open to finding solutions for flexible working time arrangements to the benefit of both parties.
In Scope:
Provide opportunities for flexible working time in line with local legislation and agreements
Part time arrangements
Remote work arrangements

Out of Scope:
Business trips planning and its impact on working time
Press at the
bottom of the screen
to begin

The ten C's of employee engagement
1. Connect: Leaders must show that they value employees.

2. Career: Leaders should provide challenging and meaningful work with opportunities for career advancement.

3. Clarity: Leaders must communicate a clear vision.

4. Convey: Leaders clarify their expectations about employees and provide feedback on their functioning in the organisation.

5. Congratulate: Leaders can learn a great deal from Wooden’s approach.

6. Contribute: People want to know that their input matters and that they are contributing to the organisation’s success in a meaningful way.

7. Control: Employees value control over the flow and pace of their jobs and leaders can create opportunities for employees to exercise this control.

8. Collaborate: Studies show that- when employees work in teams and have the trust and cooperation of their team members, they outperform individuals and teams which lack good relationships.

9. Credibility: Leaders should strive to maintain the company’s reputation and demonstrate high ethical standards.

10. Confidence: Good leaders help create confidence in a company by being exemplars of high ethical and performance standards.

How can I support his/her growth and development?

What are his/her special skills?

Does he/she know about them?

Is feedback from the relevant stakeholders needed prior to the discussion?

What are the strengths to develop further?

What are the weaknesses? How to deal with them?

What other competencies is he/she interested in?

Does he/she see herself in some other role?
Open questions
Physical health
The Line manager is by law obligated to care for his/her employees!
The Line manager is not expected to solve the employee's problems, but has the power and obligation to take work-related actions and help

Check the ergonomics of the workplace
What assignments or tasks motivate him/her?

Are people able to “craft” their job design?

Internal/external training

Working time flexibility
People, who do
meaningful and engaging
things and more
productive, healthier and
, notice the small navigation panel at the right hand side of your screen (it appears, when you move your cursor over it)

These buttons allow you to go back and explore more of the Wellbeing topics: show overview ,zoom in and zoom out

simply use your mouse to navigate!
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