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hi i'm catherine g and i'm head of
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people at vivid hi i'm trevor rawlings
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hr manager with vivid and i provide
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workforce information and insights to
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help us understand what's happening with
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our workforce
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[Music]
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vivid was formed in april 2017 following
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the merger of two housing associations
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as with any newly merged organization we
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had lots to do we had
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service offerings and processes to align
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we needed to embed new values
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and we knew that this would cause stress
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to some people
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so we knew that that stress would
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manifest itself in in low morale leading
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to a higher staff turnover
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and higher sickness absence levels
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putting the people
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at the heart of our decision making we
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needed a high level strategy to combat
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the potential issues
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so we took an evidence evidence-based
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approach to this
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we had to choose some key metrics to
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measure and manage as necessary we
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collected that data from a variety of
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different systems our hr system
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our staff survey results our benefits
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providers had systems that we took data
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from and we analyzed that in terms of
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you know what happened
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when it happened and who did it happen
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to
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and if we could to look at why it
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happens after measuring and analyzing
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this data you know it's the actions that
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are taken as a result that creates the
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real strategic impact the people
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initiatives it's not the numbers on the
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spreadsheet they've got no value until
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those insights are actually used to
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support that change in improvement the
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analysis and the data were hugely
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helpful in allowing us to form a
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strategy that would help people and deal
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with the issues our strategy was about
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having
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adult to adult relationships about
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saying it's okay not to always be okay
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but we do want you to bring your whole
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self and if you're able to have those
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conversations with colleagues and with
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managers we signed the time to change
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pledge
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because we wanted to reduce stigma
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attached to
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poor mental health and we had a number
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of
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colleagues come forward to be as stigma
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busters
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so
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these were people who had either
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struggled themselves with some mental
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health issues or had been close to
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people who had we
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we trained managers in in being
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confident enough to have those
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conversations
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and we reviewed our employee assistance
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offering so the counselling
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and cbt
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came as standard
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uh we put more information out there to
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help people with any financial
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difficulties they were having and we
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introduced a well-being app
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now this well-being app
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had a 70 take-up from our staff
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uh it offered 300 different programs
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to help with different aspects of your
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life that you might be struggling with
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those three things together
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um really did turn around
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uh the mental well-being of our staff
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our people strategy impacted the
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trending pattern of our employee
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engagement mental health sickness and
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voluntary labor turnover we increased
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our employee engagement by 19 percentage
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points and we also saw mental health
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signals fall for nine months
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consecutively reducing by almost a half
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at the same time we saw our voluntary
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labor turnover reduced by four points
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down from 14
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down to just 9.8 beyond the positive
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benefits to individual employees these
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changes also had a huge impact on our
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costs with less people being off sick
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and the reduced number of levers that we
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had to replace and also the improved
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satisfaction in the workplace overall we
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avoided over a hundred thousand pounds
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in costs
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our approach of equipping people with
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the resilience and supportive tools to
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adapt changes quickly has really stood
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us well over the last 12 months with
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people feeling more anxious because of
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covid
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[Music]