These presentations are delivered by our post-doctoral level, BPS Chartered Psychologists with vast experience of applying their knowledge to real-world situations.
Less than 20% of the UK population answer “Yes” to all of the following questions:
How would your employees respond? What impact would negative answers have on your employees’ work performance and relationships, their lives and health, and for our society at large?
Psychological wellbeing is the sum of an individual’s reflective assessment of how his/her life is going, the experiencing of particular positive and negative feelings (typically at a particular point in time), and perceptions of ‘a life well lived’. With the amount of time spent at work, it is easy to see how everyday work experiences have opportunity to both promote and hinder employee wellbeing.
This introductory workshop outlines how psychological wellbeing affects key business performance indicators, and the main ways in which organisations can both hinder and promote employees’ psychological wellbeing, health and performance.
Many organisational and external factors can have strong negative influence on staff psychological wellbeing and health. This can leave managers feeling that their team’s wellbeing is beyond their control.
Perfect for an Away Day, this session will encourage the audience to consider their ‘sphere of influence’ and to consider those daily leadership and management behaviours and interactions that are supported by research to play an important role in promoting staff wellbeing.
Effective team learning and thus enhanced performance requires a shared belief across all members that interpersonal risks can be taken without negative consequence. Such a culture enables the; asking of questions, seeking of feedback, reflection on results, discussion of errors or unexpected outcomes, testing of assumptions, and the safer experimentation and implementation of change.
This session will introduce the concept of ‘Team Psychological Safety’, and encourage the audience to consider how team and organisational practice influences team members’ perceived ability to safely engage in the ongoing, collective learning process of reflection and action.