ASSESSOR HANDBOOK 2014 · 2015-09-16 · 9 3 The accreditation process and assessor principles The...

ASSESSOR HANDBOOK

2014

Date of last update: August 2014

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Foreword

This hand book focuses on the assessment process in order to achieve an award under the

Workplace Wellbeing Charter for England. It provides an evidence based, robust, fair, transparent

and, importantly, consistent approach to formal assessment.

We do however appreciate that local providers also offer clients advice and support in the run up to

assessment. This support varies from remote support using email, telephone and online content,

through to considerable support packages that include consultancy, management training and the

delivery of onsite interventions. It is up to local providers to promote and deliver this support as they

see fit and according to local need. Providers are also expected to promote the scheme, highlight the

support offered and encourage more organisations to take part, particularly smaller organisations

who may require additional support in the early stages.

Toolkits full of practical resources and guidance for employers will be available through the website

www.wellbeingcharter.org.uk. All these resources will be free to use as we are keen to reach as

many organisations as possible.

http://www.wellbeingcharter.org.uk/

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Contents:

1. The Workplace Wellbeing Charter Page 4

2. The Assessor Page 7

2.1 Qualities of the assessor Page 7

2.2 Education, knowledge and skills Page 8

3. The accreditation process and assessor principles Page 9

3.1 Pre-assessment Page 10

3.2 The assessment process Page 10

3.2.1 Review of evidence Page 11

3.2.2 Recording the assessment decision Page 12

3.2.3 Interviews of key employees Page 12

3.2.4 Suggested interview questions Page 14

3.2.5 Tour of site Page 18

3.3 Post assessment Page 25

3.4 Providing support and conflict of interests Page 25

4. Large and Multi-site organisations Page 27

4.1 Role of the Lead Provider Page 28

5. Re-accreditation Page 30

6. Appeals Procedure Page 30

7. Non - funded areas Page 31

8. The Workplace Wellbeing Charter Standards assessor criteria Page 32

9. Appendix 1 Application form Page 61

10. Appendix 2 Post assessment report Page 63

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1. The Workplace Wellbeing Charter

The Workplace Wellbeing Charter is an opportunity for employers to demonstrate their commitment

to the health and well-being of their workforce, whilst providing employers with an easy and clear

guide on how to make workplaces a supportive and productive environment in which employees can

flourish. These standards reflect best practice and are endorsed nationally by Public Health England.

The Charter takes a holistic approach that includes leadership, culture and communication, as well

as health & wellbeing topics such as physical activity, alcohol and mental health. The framework

promotes rounded discussions between employer and employees about health, safety and

wellbeing. Organisations using the Charter benefit in many ways including:

The ability to audit and benchmark against an established and independent set of

standards – identifying what the organisation already has in place and what gaps there may

be in the health, safety and wellbeing of the employees.

Developing strategies and plans – The Charter provides a clear structure that organisations

can use to develop health, safety & wellbeing strategies and plans

National recognition – The Charter award process is robust and evidence based. The

Workplace Wellbeing Charter is now widely recognised as the business standard for health,

safety & wellbeing across England. The award helps to strengthen the organisation's brand &

reputation and supports in sales and marketing activities.

The standards, and practical toolkits for employers to attain the standards, are free for all

organisations to use. They can be found at www.wellbeingcharter.org.uk.

If employers wish to be formally assessed against the standards there is a network of providers

across England who can provide formal accreditation services. Providers are either Local Authorities

or social enterprises commissioned to deliver on behalf of Local Authorities. Many organisations

have received the award across England, with a strong mix of small, medium and large employers

across the private, public and third sectors. Providers can be found via

www.wellbeingcharter.org.uk.



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The Workplace Wellbeing Charter has eight standards:

Leadership

Attendance Management

Health and Safety

Smoking

Mental health

Physical activity

Healthy eating

Alcohol

Each topic is then separated into three categories: Commitment, Achievement and Excellent. These

provide a general overview as to how the organisation is performing in each area. However, it is

worth noting that The Workplace Wellbeing Charter is a universal award open to all organisations.

The national public register of award holders, found on www.wellbeingcharter.org.uk, does not

distinguish or publicise based on size of organisation or level of award. Smaller organisations that

gain ‘Commitment’ levels sit alongside large multinational companies that may have gained

‘Excellent’ in all categories. The branding and logos that successful clients can use on their marketing

materials, to promote the fact that they have gained the Charter, also do not distinguish between

the different levels.

As a general guide for Assessors and Advisors it is recommended that organisations should aim for

the following levels based on their size:

Organisations with 1-30 employees should be aiming for Commitment on all topics,

Organisations with 31 -150 employees should be aiming for Achievement on all topics,

Organisations with 150+ employees should be aiming for Excellent on all topics,

However this is just a rough guide, and Assessors and Advisors should actively encourage

organisations to aim as high as possible and to use the standards to develop their approach to

health, safety and wellbeing over time.


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In order to be officially recognised on the national online register and have use of the logo on

promotional materials the client must achieve Commitment level on all eight standards. This policy

re-enforces one of the key strengths of the Charter; the promotion of a holistic approach to health,

safety and wellbeing.

For an organisation to reach the COMMITMENT level the organisation would be required to have set

health, safety and wellbeing policies in place and relevant tools available to improve their health and

wellbeing.

For an organisation to reach the ACHIEVEMENT level the organisation would be required to show

evidence that the Health, Safety and Wellbeing policies are being followed by both employer and

employees and that employees are given opportunities to improve their lifestyle. It would also need

to demonstrate that brief interventions are in place to address serious health issues.

For an organisation to reach the EXCELLENCE level the organisation would be required to

demonstrate and evidence that they are fully engaged in wellbeing programmes, have a full range of

intervention programmes and support mechanisms to help prevent ill health, and support the

employee to remain in work or return to work without any further detriment to their health.

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2. The Assessor

We recognise that it is fundamental to have an approved and monitored assessment scheme which

will ensure that Assessors are all working to a national standard.

Our assessment scheme sets clear goals, operates to common standards and provides a framework

for consistency. There is a continuous need to maintain and improve high standards in assessments.

As an assessor you are the guardian of the Workplace Wellbeing Charter, its reputation, brand and

position in the market place. The value of the Workplace Wellbeing Charter lies in a robust, evidence

based, fair, consistent and transparent assessment process.

Assessors must be independent and impartial, and guided only by the evidence seen, tours of the

site and engagement with staff during the assessment process. The results of assessments must not

be influenced by existing client relationships or monetary / income considerations.

2.1 Qualities of the Assessor

1. Experience over a period of time working with businesses and understanding their needs.

2. Knowledge of the Workplace Wellbeing Charter.

3. The ability to review the Workplace Wellbeing Charter through the eyes of an assessor as

well as through the eyes of the business.

4. Objectively evaluate a business against the Workplace Wellbeing Charter standards.

5. The ability to identify strengths and weaknesses and prioritise development areas; allowing

businesses to continually improve.

6. The ability to provide constructive feedback to businesses.

7. The ability to recommend a solution and/or offer an option to any perceived shortcoming.

8. Ability to motivate businesses whist offering advice.

9. Ability to collate information to conduct a short debrief immediately after an assessment.

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2.2 Education, knowledge and skills

Assessors of The Workplace Wellbeing Charter are expected to have the following knowledge and

abilities:

Training, educational attainment and formal qualifications in areas such as:

o Public Health; nutrition, exercise or Health champions (University degree, Royal

Society for Public Health awards etc)

o Health & Safety and Occupational Health (NEBOSH Cert, CIEH, IOSH etc)

Knowledge of workplace health issues and interventions

Knowledge of health and safety legislation

Able to promote the Health Work and Wellbeing (HWWB) agenda with a range of

organisations

Able to engage employers, employees, trade unions, and partner organisations in the

HWWB agenda

Excellent communication and interpersonal skills

Awareness of the need to refer and liaise with colleagues and outside agencies when

appropriate

Committed to improving safety and health in a range of workplace settings

Committed to operating in a professional, credible and open manner

Excellent organisational skills

Excellent interpersonal skills

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3 The accreditation process and assessor principles

The Workplace Wellbeing Charter focuses on three key aspects:

Leadership

Culture

Communication

Each element has a number of standards that will be considered when assessing the workplace

practice. Each aspect is seen as a fundamental part of any wellbeing strategy and as such requires

the organisation to ensure that their management system takes each into account.

The Assessor will be responsible for assessing how the workplace is meeting the criteria, and for

those companies meeting the required standards, recommending the Charter award at the

appropriate levels.

Applications for the award will be made by a named key person within the organisation after

consultation with the Assessor. The named key person will be responsible for collating documentary

evidence to support each component.

Evidence based practice has indicated that it takes a period of time to effectively establish the

infrastructure that will fully engage employees in adopting behaviour or lifestyle changes. It is

therefore envisaged that participants in the award will only be awarded at the levels that mirror the

organisation current status.

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3.1 Pre-assessment

When an organisation applies for the Workplace Wellbeing Charter there is a requirement for the

organisation to complete the following:

Self assessment

The organisation is required to establish where they believe the organisation lies for each topic of

the Workplace Wellbeing charter. This involves looking through each standard and marking down

whether they believe they fully meet, partially meet or don’t meet each standard. This can be done

using the self assessment tool found on www.wellbeingcharter.org.uk.

An assessment of the health needs of the employees

It is a requirement that the health & wellbeing needs of the employees are considered. For small

businesses this may take the form of focus groups or informal discussions with staff, or the inclusion

of health & wellbeing in team meetings or ‘keep in touch’ type meetings. However, medium and

larger employers should carry out a staff survey that includes specific question sets covering health,

safety and & wellbeing. This is also the first item in the first standard of Leadership “The organisation

has assessed its needs and priorities around health and work”.

Application form

An application form should be completed and signed by senior management within the organisation

to demonstrate the company or management commitment to supporting employees. This should

include the collection of base line absence & management data, giving an indication of current

status and that can be used to measure impact year on year. See appendix 1 – Client information

and baseline data collection.


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3.2 The assessment process

The assessment process itself involves three stages:

1. Review of evidence

2. Interviewing key employees

3. Tour of main sites

3.2.1 Review of evidence

The assessor has to judge all assessment evidence against the performance criteria, scope and

knowledge indicators in each element. All evidence must be:

VALID Meets the specifications for the element.

AUTHENTIC Can be proven to have been fully implemented into the business.

CURRENT Is up to date and relevant and the business is able to demonstrate this.

SUFFICIENT There is good enough evidence to prove that the organisation fulfils the relevant

standard.

RELIABLE The outcomes of the assessment should be the same if carried out more than once

by the same or different assessors, with access to the same evidence.

When reviewing the evidence the assessor is required to use their judgement and knowledge to

determine whether the individual standards are adhered to. As the assessor you are responsible for

ensuring that an organisation complies with the set standards and that they are embedded into the

culture of the organisation.

If the organisation has a number of different departments or multiple sites; evidence gathered must

be from each department or site. As such, some organisations can apply for the Workplace

Wellbeing Charter as a department or separate site; if it can be proven that they run independently.

(see large and multi site organisations.)

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Each standard is seen as part of a strategy and as such each organisation needs to prove that the

evidence gathered has been actively cascaded to all employees.

3.2.2 Recording the assessment decision

The Assessor uses a Workplace Wellbeing Charter assessment document to record the evidence

presented and to complete the standards that the organisation adheres to. The Assessor must also

explain to the client that they may be subjected to quality assurance; in which case they must have

their file of evidence available.

All assessment reports clearly show the achieved performance criteria, scope and knowledge

indicators.

All assessment documentation is to be signed by both Assessor and business.

All relevant evidence to be noted.

3.2.3 Interviews of key employees

When the evidence has been reviewed and the Workplace Wellbeing assessment document has

been completed: key employees need to be interviewed. This is to establish whether the employees

are aware of the evidence presented as part of the award.

Interviewing of employees is the most important aspect of the accreditation process as this

establishes whether the Workplace Wellbeing Strategy is fully integrated into the organisations

culture.

The selection criteria for interviewees MUST be determined by the assessor. The interviewees must

be chosen from a wide range of different job levels, for example:

Senior management

Managers

Employees

Auxiliary

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Senior Union representatives from all recognised trade unions

Employee representatives

Health and safety Advisor

The number of interviews carried out is determined by the size of the organisation and the number

of sites it has.

Number of employees Minimum number of interviews required

1-10 employees 2 including the Local Workplace Health Lead

10 – 20 employees 4 including the Local Workplace Health Lead


51- 100 employees 10 including the Local Workplace Health Lead

101 - 150 employees 15 including the Local Workplace Health Lead



250 + employees 30 including the Local Workplace Health Lead

For organisations with multiple sites, there must be a cross section of employees interviewed from

each site, if feasible.

If an assessor feels that they require further interviews to justify an award; they can request further

interviews.

The interview questions need to be consistent with the Wellbeing Charter standards and as such it is

imperative that the assessor explains that the interviews are not a forum for employees to air their

concerns; as such the questioning is based on establishing whether the organisation has fulfilled

their commitment to their employees.

The interviews main aims are to:

Establish that employees are aware of wellbeing policies and support.

Establish that Managers are aware of how to help their subordinates, bring to their attention

wellbeing policies and signpost employees to get support.

Complement the evidence produced by the business and to fulfil certain Workplace

Wellbeing Charter Standards.

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3.2.4 Suggested interview questions

Leadership Employee Additional questions for a Manager

Have you participated in the company survey? If not, Why?

Do you know how to access the company policies? How?

Do you feel appreciated in your role?

Have you ever been thanked for your work?

Do you participate in team meetings?

Do you meet regularly with your manager?

Have you had an appraisal in the last year?

Have any major changes occurred recently to the organisation that affects you? Were you informed appropriately?

How often do you meet with your employees?

Do you carry out appraisals?

How often do you speak to your staff?

Do you recognise and reward good work?

Have you received management training? What type of management training? Does it include difficult conversations, resolving disputes, mediation etc?

Is there an opportunity to develop skills and progress in the organisation?

Absence Management

Employee Additional questions for a Manager

Are you aware that the organisation has an attendance management policy?

Are you aware as to how the policy affects you? i.e are you aware of the absence trigger points.

Do you know how to access the absence policy

Have you been off work? What support was given to you? How did you feel?

Have you had a return to work interview conducted whenever you have been off?

Do you monitor employee absences?

Do you carry out return to work interviews for all absences

Have you implemented reasonable adjustments or do you know how to implement reasonable adjustments?

Have you attended Absence Management training?

Health and safety


Do you know who to contact if you have a health and safety issue?

Do you know how to access health and safety documentation relevant to you?

Did you have induction training when you first started? Was health and safety included?

Are you aware of the main risks to you?

Do you have access to health and safety information?

Do you know what your health and safety responsibilities are?

What systems are in place to identify health and safety issues?

Have you had any specific health and safety management training?

How do you inform your staff about health and safety issues?

Who carries out health and safety inspections?

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Health and safety

Employee

What are your responsibilities regarding health and safety in the workplace?

Have you had any other health and safety training?

How do you raise any health and safety issues?

Is health and safety on the team meeting agenda?

Do you feel safe in work?

Mental health Employee Additional questions for a Manager

Have you seen any information regarding mental health and its affects?

Do you know where to access mental health information?

Do you have a contract that explains your legal entitlements?

Have you attended any mental health awareness training?

Would you be confident enough to ask for support if you felt stressed?

Are you consulted with if changes to your work occur?

Do you give opportunities for staff to approach you with any mental health concerns?

Do you carry out stress risk assessments?

What would you do if staff came to you with mental health issues?

Are you aware of the HSE management standards approach to stress?

Have you attended Mental Health Management training?

Smoking Employee Additional questions for a Manager

Are you aware of the smoking policy within your organisation?

What are the company rules regarding E-Cigarettes?

Where are employees allowed to smoke? Do you have specific shelters?

Are you aware of support available to stop smoking?

Have you been given support to quit?

Have you been given time off to attend smoking cessation?

Do you allow staff to have smoking breaks?

Do you allow staff time off to attend smoking cessation services?

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Physical activity


Have you seen the organisations physical policy statement?

Does the organisation promote physical activity? What types does it promote?

Do you know where to access exercise information?

Do you take the minimum legally required number of breaks?

Does the organisation support employees who want to be physically active? i.e remove barriers that restrict you from participating?

Are you aware of the cycle to work scheme?

Have you received any Physical Activity awareness training that promotes good health?

Are there shower/changing room facilities available?

Do you encourage staff to move away from their desks during breaks?

How do you promote physical activity in your workplace?

Healthy eating


Have you seen the organisations healthy eating statement?

Does your employer provide healthy eating options?

Is water accessible?

Do you eat at your desk?

Do you use the kitchen? Is it clean and tidy?

Do you have access to healthier options, such as fruit?

Have you attended any healthy eating awareness courses?

Do you use the canteen or bring in your own food? What types of food do you eat?

What do you know about healthy eating?

Do you encourage staff to eat away from their desk?

When procuring food, do you ensure that healthy options are available?

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Alcohol and substance misuse


Are you aware of the company alcohol policy?

Do you know what the rules are regarding alcohol in the workplace

Do you know where to go if you or a colleague had an alcohol problem

Are you aware of the codes of conduct expected during work arranged social events or business functions?

Have you attended alcohol awareness training?

Do you know what the rules are regarding alcohol in the workplace?

Would you know how to identify whether someone has an alcohol problem?

What would you do if you do identify a staff member who has an alcohol problem?

Have you attended alcohol management training?

The Interviews can be conducted either on an individual basis or as a group. However, where

possible individual interviews should be carried out; as it can be more relaxed and allow employees

to be more open and honest.

If a working group is to be used; then it is essential that the group dynamic is appropriate. When

setting up a working interview group it is necessary to ensure that employees are at the same level

and that normal practice is adhered to. For example ensuring there is no suggestion or indication of

conflict between group members or their areas of work, there is a clear understanding for all of the

purpose of the group and that outcomes are viewed collectively and individuals are not named.

The interview process can also be a combination of both individual and group interviews.

The interviews are an important element of the accreditation process. It provides the evidence that

what the organisation is saying is being delivered to the employees. If there are discrepancies in the

interviews from what the organisation is presenting; then you can request to interview further

employees. If there are still discrepancies then the organisation cannot achieve that standard.

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3.2.5 Tour of sites

The tour of the sites is an essential aspect of the accreditation process as it allows the assessor to

observe the environment in its natural state. The purpose of the tour is to identify supporting

evidence that can verify the organisations application to be awarded the Workplace Wellbeing

Charter.

The site tours are not conducted as a formal inspection, but rather as an opportunity to allow the

organisation to promote its wellbeing strategy to the assessor. In an average small business a site

tour may only take a few minutes, and even in a larger building the site tour is expected to be less

than 30 minutes. The Assessor will be also be expected to be observing as they walk through

conducting staff interviews.

As an assessor the things you would be looking for would include:

Leadership:

Notice boards display relevant and up to date information

Identification of any health themes or campaigns being conducted

Information regarding support available to employees with health issues

Absence Management:

Evidence of reasonable adjustments that aid employees

Evidence of campaigns to reduce absence

Health and safety:

Health and Safety notice board’s that are up to date and not cluttered

The health and safety law poster is displayed

Water is available

Washing facilities are clean

Toilets are clean and accessible to everyone

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Mental Health:

Information is available on the notice boards regarding Mental Health and its aim is to

reduce the stigma

Smoking and tobacco:

Smoking signs at the front entrances

Smoking signs in vehicles

Observations as to where people are smoking

Smoking shelter locations

Physical activity:

Evidence that showers and changing areas are clean and comply with basic cleanliness

Evidence on notice boards that physical activity opportunities are promoted

Healthy eating:

Evidence that food areas/eating areas are clean and comply with basic food hygiene

standards

Identification of vending machines and its contents

Healthy food that is available

Alcohol:

Information is available about alcohol and its effects

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3.2.6 Estimated Times for assessment

Below is generic guidance concerning time taken to complete an assessment. These are only rough

guides and assessors should us their experience and knowledge of the client before making any

commitments to clients. Travel times have not been included.

Number of

employees

Level Example requirements of

assessment

Estimated time to complete

Breakdown Total

1-10

employees

Commitment Review of evidence

Interview 1 manager and 2

employees

Tour of site

0.5 hours

1 hour

0.5hours

2 hours

Achievement Review of evidence


employees

Tour of site

1.5 hours

1 hour

0.5hours

3 hours

Excellence Review of evidence


employees

Tour of site

3 hours

1 hour

0.5hours

4.5 hours

10 – 20

employees



employees

Tour of site

1 hour

1.5 hours

0.5 hours

3 hours



employees

Tour of site

2 hours

1.5 hours

0.5 hours

4 hours



employees

Tour of site

3 hours

1.5 hours

0.5 hours

5 hours

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Number of

employees

Level Requirements Estimated time to complete

Breakdown Breakdown

21 – 50

employees


Interview 2 managers and 6

employees

Tour of site

1.5 hours

2.5 hours

0.5 hours

4.5 hours



employees

Tour of site

2 hours

2.5 hours

0.5 hours

5 hours



employees

Tour of site

3 hours

2.5 hours

0.5 hours

6 hours

51- 100

employees



employees

Tour of site

2 hours

3.5 hours

0.5 hours

6 hours



employees

Tour of site

3 hours

3.5 hours

0.5 hours

7 hours



employees

Tour of site

4 hours

3.5 hours

0.5 hours

8 hours

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Number of

employees


Breakdown Breakdown

101 - 150

employees


Interview 4 managers and

11 employees

Tour of site

2 hours

5 hours

0.5 hours

7.5 hours



11 employees

Tour of site

3 hours

5 hours

0.5 hours

8.5 hours



11 employees

Tour of site

4 hours

5 hours

0.5 hours

9.5 hours

151 – 200

employees



15 employees

Tour of site

2 hours

7 hours

0.5 hours

9.5 hours



15 employees

Tour of site

3 hours

7 hours

0.5 hours

10.5 hours



15 employees

Tour of site

4 hours

7 hours

0.5 hours

11.5 hours

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Number of

employees


Breakdown Breakdown

201 – 249

employees



19 employees

Tour of site

2 hours

8.5 hours

0.5 hours

11 hours



19 employees

Tour of site

3 hours

8.5 hours

0.5 hours

12 hours



19 employees

Tour of site

4 hours

8.5 hours

0.5 hours

13 hours

250 +

employees



23 employees

Tour of site

2 hours

10 hours

0.5 hours

12.5 hours



23 employees

Tour of site

3 hours

10 hours

0.5 hours

13.5 Hours



23 employees

Tour of site

4 hours

10 hours

0.5 hours

14.5 Hours

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Example of a multi site business

JD Health Ltd is a large private health group. They employ 185 employees based over 5 sites in one

city. These include a headquarters and 4 clinics. They are aiming for Excellence in all areas.

The Headquarters has 47 employees

Clinic A has 21 employees

Clinic B has 54 employees

Clinic C has 36 employees

Clinic D has 27 employees

To assess the whole company would require classing each site as a separate business; however we

would only be required to look at the corporate policies once. The breakdown of time would be as

follows:

The headquarters


Tour of site


employees

Across all sites.

(1 manager and 3 employees per site)

3 hours

0.5 hours

7 hours

10.5 hours

Clinic A

Excellence Review of health topic evidence

Tour of site

1 hour

0.5 hours

1.5 hours

Clinic B


Tour of site

1 hour

0.5 hours

1.5 hours

Clinic C


Tour of site

1 hours

0.5 hours

1.5 hours

Clinic D


Tour of site

1 hours

0.5 hours

1.5 hours

Total hours 16.5 hours

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3.3 Post assessment

Once an organisation has been successfully assessed; a post assessment report is completed by the

Assessor. This post assessment report is an overview as to how the organisation participated in and

achieved the Workplace Wellbeing Charter. The post report is expected to be no more than two

sides of A4, and should summarise the following;

the levels in each area that the organisation aimed for

the levels in each area that the organisation achieved

a summary of what the organisation did to achieve the levels in each area

the number of employees interviewed

a summary as to what the employees stated on the interviews.

recommendations for action where the organisation has failed to meet expectations.

A letter of congratulations is sent to the Lead Person in the organisation with the Workplace

Wellbeing Charter certificate. Workplace Wellbeing Charter logo’s are also sent to the organisation

to allow them to promote their achievement.

Once confirmed the organisation is then placed on the national register via

www.wellbeingcharter.org.uk

3.4 Providing support and conflict of interest

Assessors must ensure that if they provide any significant external assistance* to an

organisation/business then they can only accredit at commitment level. Areas where a business aims

to achieve a level higher than Commitment MUST be completed by an INDEPENDENT ASSESSOR. For

example:

Business XYZ aims to get the following levels:

Leadership Achievement

Health and Safety Achievement

Attendance Management Commitment

Mental Health Commitment

Smoking Commitment

Physical Activity Commitment


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Healthy eating Achievement

Alcohol Achievement

In the example the Assessor, can assess Attendance Management, Mental Health, Smoking and

Physical Activity; however the rest of the standards would have to be assessed by an independent

Assessor.

*Significant External Assistance is deemed as Policies, Procedures and/or Systems of work developed

or implemented by the consultant.

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4 Large and multi site organisations

Providers must ensure that if any formal award is given that they are totally satisfied that the

investments evidenced in health, safety & wellbeing of the client’s employees are consistently felt by

all employees in all locations across the business.

When providers are approached by larger organisations that have a number of business units or

branches, consideration must be given to treating each business unit as a separate accreditation, for

which business unit specific evidence will be required.

In these cases providers should ask the following set of questions to establish whether they are to be

classed as multiple or single accreditations:

1. Does the Manager, or management team, of the business unit have decision making

authority concerning the implementation of health, safety and wellbeing activities?

a. Do they have access and autonomy over any budget?

b. Are they solely responsible for the provision of food to staff members?

2. Does the business unit have significantly different working cultures, management style or

shift patterns?

3. Does the business unit operate in different markets with different products, and potentially

under a different brand?

4. Do they operate at different geographical locations?

If the answer is ‘YES’ to two or more of the questions above then it is likely that the provider will

have to treat each business unit as a separate accreditation.

When working with larger multi site clients the following process has been found to be both

effective and efficient:

Work with one business unit and support them through the process from the start through to

accreditation. During this first stage Assessors should identify companywide policies and procedures;

evidence that does not need to be seen again at very subsequent assessment process, ensuring a

smooth and efficient process for the client.

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Providers may also work with the client to develop an internal ‘Champion’. This champion is

someone who then has experience of the process and a working knowledge of the evidence

required to fulfil the Charter standards. The champion then offers support to colleagues in other

business units to help them prepare for the assessment, reducing the ‘pre assessment’ support

required from providers.

A plan for accreditation of all other sites and/or business units can then be developed and

implemented.

4.1 The role of the lead provider

The lead provider is the provider organisation that first engages with the client. In many cases, it will

be the head office of the client organisation that engages first; however this may not always be the

case.

If the client expresses an interest in accrediting the whole organisation, which would involve either

separate accreditations or several site visits outside of the provider’s normal area of operation, we

would ask that the following process is followed:

Gain basic information about the organisation and management structure of the client

organisation, for example:

o Number of main sites, exact location, number of staff and job roles at each site

o Management structure, autonomy of health & wellbeing (see guidance above)

Based on the guidance above, agree a pragmatic breakdown of the business and a plan for

accreditation

Use the website wellbeingcharter.org.uk to search for funded providers in the areas of the

sites that fall outside of the lead provider’s normal area of operation

For sites or business units that do not fall into an area covered by a funded programme, see

below ‘non funded areas’

Make initial contact with the provider(s) to discuss local accreditation process and the plan

for the client in question, ensuring a smoother client journey

29

Keep the other providers informed, through an agreed arrangement, particularly at the early

stages, of the process and the evidence collected and results of staff engagement, with a

focus on any company wide policies and evidence to ensure the other assessments are as

efficient as possible.

After all the site visits and evidence is collected by all providers, the lead provider can issue

the relevant companywide accreditation, along with the other local providers involved.

Lead providers are not being asked to do more than a couple of hours extra work to vastly improve

the client’s experience and journey through the process. The one thing that joins all of the providers

of the Workplace Wellbeing Charter together is the drive to get more employers to invest in the

health & wellbeing of their employees, and an understanding that the Charter is a great tool to do

just that. With a little cross boundary co-operation we can all benefit from more and more

employers wanting to engage with Charter programmes.

30

5 Reaccreditation

The Workplace Wellbeing Charter expires after 2 years. If an organisation decides to be reaccredited

then the organisation must go through the same Workplace Wellbeing Charter process as before;

however the organisation can only submit evidence that is less than 2 years old, i.e not include

evidence collated prior to the original accreditation.

In order to achieve the Workplace Wellbeing Charter, the Organisation must prove that they have at

least maintained the original levels they previously achieved.

6 Appeals Procedure

It is a condition of those delivering the Workplace Wellbeing Charter that all centres must ensure

that there is an appeals procedure available to all learners.

If a business appeals against the result of an assessment, the Assessor should try to resolve the

problem in the first instance. The business can then request that an independent assessor re-assess

their application.

If the problem cannot be satisfactorily resolved, the External Verifier should be approached to offer

independent advice. All appeals must be clearly documented and made available to the External

Verifier.

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7 Non-funded areas

There are areas of England that currently do not have funded programmes in place to support and

accredit potential Charter clients. PHE will be working to encourage more stakeholders to fund

programmes and engage with the new national product and the support that is now available to

new providers (product, brand, website, network etc). We already have a number of Local

Authorities ready to join the existing network of providers.

In the meantime it has been agreed that existing providers who are either Local Authority teams, or

social enterprises commissioned by Local Authorities, can deliver Charter accreditation services

outside of their normal area of operation, in areas where there is no funded alternative, and charge

fees to cover the cost of delivery. If a provider does not wish to do this, they can find providers who

will, and pass the client onto them.

In line with the accreditation process the following fee structure is to be followed:

A small–medium sized client, based on one main site, the basic accreditation process would be:

A site visit with a tour of the workplace to see workplace wellbeing programmes in action

(posters, Health & Safety signage, smoking signs etc)

A full review of all evidence collated in the evidence portfolio (which can be electronic rather

than paper based)

Engagement with a good selection of staff to discuss their experience of health, safety and

well-being in the organisation

Production of an assessment summary report, issue certificate and place on the national

register of award holders

For this process a fee of £750 ex VAT can be charged.

If further site visits are required then for each day spent a fee of £500 ex VAT can be charged.

Travel and other expenses can be charged, but in all cases must be agreed with the client in advance.

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8 The Workplace Wellbeing Charter standards assessor criteria

In order to ensure that the Workplace Wellbeing Charter is delivered and assessed consistently;

assessor criteria have been developed. The assessor criteria sets out a series of questions and

statements that the Assessor should be asking to the organisation to enable them to be certain that

the organisation is complying with the Workplace Wellbeing Charter.

Leadership

Standard Assessor criteria

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The organisation has assessed its needs and priorities around health and work.

How has the organisation assessed its needs and priorities around health and work? Survey, board meeting

minutes, team meeting minutes.

If a Health and Wellbeing Survey has been used, how has the organisation used its own survey information?

How has this information been used to target activity e.g. events and campaigns or offer support in priority areas?

If no assessment has taken place, then offer a Health and Wellbeing Survey.

How has the organisation communicated the purpose of the survey to staff in order to ensure maximum response?

How has the organisation undertaken the Health Needs Assessment Survey provided by the local co-ordinator?

How do you consult with all staff, including non-union members, on health and wellbeing/health and safety issues?

Management can demonstrate the process for ongoing consultation and communication with staff on relevant workplace health issues. (Where there is a recognised Trade Union, this should be through an appropriate agreement with them.)

Is there a formal Health and Wellbeing /Health and Safety Committee? Provide evidence of membership.

Explain how health is a regular item at staff and/or senior management meetings? (provide minutes or agenda

items)

Give examples of how issues raised by staff have been addressed?

How are issues cascaded to the workforce?

How is relevant new legislation discussed and communicated?

Do the Board of Trustees and/or Senior Management have health, safety and wellbeing on their agenda?

Senior Management encourage a consistent and positive approach to employee well-being throughout the organisation.

Does the organisation have somebody appointed who is responsible for wellbeing?

Can employees access the Senior Management?

Are the board members/senior management accessible to employees?

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The organisation is aware of its responsibilities under the Equality Act 2010 and other equality legislation is known and adhered to.

Does the organisation have a policy regarding equality and diversity?

Are employees aware of the equality and diversity policy and what its aims are?

Is the policy reviewed periodically?

Has the organisation implemented dignity at work/code of conduct policies?

There is an effective communication policy in place.

Does the organisation have an effective communication policy/procedure in place?

What communication formats are used by the organisation?

Is communication effective around the organisation?

Has the organisation implemented dignity at work/code of conduct policies?

An effective policy and procedure to tackle bullying and harassment has been implemented.

Does the organisation have a policy/procedure regarding bullying and harassment?

Are employees aware of the bullying and harassment policy and what its aims are?


Flexible working practices and family friendly policies are in place.

Does the organisation have flexible working practices and family friendly policies/procedures in place?

Does the organisation actively promote these policies to employees, through their line managers when applicable?

Is there evidence of this approach?

Are employees aware of these policies?

An effective policy is in place for whistle-blowing.

Does the organisation have a policy/procedure regarding whistle-blowing?

Are employees aware of the whistle-blowing policy and what its aims are?


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Effective policies are in place to manage disciplinary and grievance procedures.

Does the organisation have a policy regarding disciplinary and grievance?

Are employees aware of the disciplinary and grievance policy and what its aims are?


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A system is in place that recognises and rewards good work.

How does the organisation acknowledge good work from employees?

Is there an appraisal process in place?

Does the appraisal process identify and reward good work? If so, how?

Do Managers have protected time to meet their employees?

Managers understand the main issues that impact on the health and well-being of their team.

What are the main issues that impact on the health and wellbeing of the team?

How has the organisation established this? Is it through absence rates and causes, wellbeing meetings, team

meetings etc?

Do you give opportunities to discuss work life issues?

Line managers have relevant leadership and management training.

What management training have the line managers completed?

Is a course content/agenda available? Does it include leadership coaching, interpersonal skills etc.

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Line managers demonstrate regular joint working and shared decision making with employees and empower employees to work in an independent way.

Does the organisation regularly meet with its employees?

Does the organisation delegate actions to different employees at different levels?

Do employees have control over how they carry out their work?

Line Managers have training in how to have difficult conversations, developing people skills and resolving disputes.

Have line managers participated in conflict resolution/mediation training?

Have line managers participated in training that helps them develop their teams?

Employees are offered learning and development opportunities to maximise their potential.

Do appraisals take place?

Does the appraisal system offer employees opportunities for development and promotion?

Is there a training and development plan in place for all employees to identify their skills gaps?

Is training available to all employees?

Evidence of managing organisational development and change appropriately.

Have managers had training in dealing with organisational development and change?

How do you deal with changes to the organisation?

Are employees consulted appropriately?

Is support and guidance provided to help employees adjust to change?

Is employment advice, CV writing, additional training given to those whose jobs are at risk?

The organisation has a health, work and well-being strategy in place with a detailed action plan.

Does the organisation have a health, work and wellbeing strategy in place with an appropriate action plan?

Does the strategy take into account work life balance and wellbeing?

The strategy where applicable delegates responsibilities to specific individuals.

The actions where applicable have time frames.

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Absence Management


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A clear attendance management policy is in place and procedures are known to staff.

Does the attendance policy explain the procedures required when dealing with absences?

Are employer expectations defined?

Contact is maintained with absent employees to provide support and aid return to work.

Do the managers maintain contact with those who are absent?

Is it specified in the policy?

What is the purpose of contacting the absent employee?

Documented return to work procedures are in place and followed.

Does the organisation speak to employees after they have been absent?

Does the organisation have return to work procedures in place?

Does the organisation document return to work meetings?

Return to work interviews are conducted and recorded with concerns /appropriate support recorded and provided.

Does the organisation carry out return to work interviews after every absence?

Is a standard return to work template available?

Has the organisation provided a completed return to work form?

Does the return to work form identify suitable support and adjustments required?

Specific risk assessments for individuals are conducted and take into account a person's health status.

Does the organisation carry out individual risk assessments with the purpose of identifying reasonable adjustments

in the workplace?

Are individual risk assessments available?

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Reasonable adjustments are available to employees in line with recommendations made in a Statement of Fitness for Work.

Does the absence management procedure detail and explain the requirement for reasonable adjustments?

Are the managers aware that reasonable adjustments are available?

Is there evidence that reasonable adjustments have been implemented previously?

Does the organisation provide support and guidance to those with additional needs?

Are employees aware as to what support is available for those who have additional needs?

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Absence rates and causes are collected and monitored.

Does each department record absence rates and the causes of those absences?

How does the organisation calculate absence rates? Bradford Factor, lost time rates etc

Interventions are undertaken where patterns indicate trends of absence.

How often are the absence rates monitored?

Has the organisation analysed the absence data to establish trends?

Has the organisation implemented any interventions based on the data to combat absence management?

What interventions?

Managers have participated attendance management training.

Have line managers participated in attendance management training?

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Absence trends are monitored across the organisation and specific programs are designed and implemented to address the issues identified to prevent further absence.

Does the organisation collect all absence management data from every department to establish an overall absence

rate?

Has the organisation introduced specific programs to address identified issues? Physiotherapy, ergonomic

assessments for Musculoskeletal Disorders (MSD’s), stress management training for work related stress,

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The organisation’s return to work policies are designed to support sustainable rehabilitation and early return to work with adjustments made to accommodate this when necessary.

Does the organisation’s return to work policies signpost employees to a range of rehabilitation techniques to

support them?

Do the return to work policies place timeframes on the recommended controls?

Does the organisation have evidence of return to work documents. These should include specific timeframes to

show encouragement to return to work at earliest opportunity without detriment to health?

The organisation has a proactive system in place to support staff on long term sick to return to work and will raise awareness of and support staff with long term conditions.

The organisation’s absence management policy details procedures regarding long term illness?

Are the managers aware of the support the organisation can offer for those diagnosed with long term conditions?

What support is available?

Can the organisation demonstrate this on a practical/true life basis?

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Health and Safety


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Demonstrate an awareness of legal obligations in relation to health and safety.

Does the organisation have a working health and safety policy?

Is the policy signed by the most senior person?

Is the health and safety policy dated and reviewed on a regular basis?

Does the health and safety policy have three sections: Statement of Intent, Organisation of Health & Safety and

Arrangements of Health & Safety?

Is the health and safety law poster available?

For those who cannot access the law poster, has the employee been given the health and safety law card

downloadable form HSE?


Relevant health and safety policies and procedures are in place to demonstrate compliance with health and safety legislation.

Does the organisation have available other relevant health and safety policies such as lone working, safeguarding,

DSE, driving, work equipment etc?


A risk assessment programme has been implemented and all staff are informed of the workplace risks that affect them and the controls in place.

Does the organisation participate in a planned risk assessment programme?

Are risk assessments available to all employees who they affect?

Are the risk assessments dated, signed and have a review date?

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The workplace environment is conducive to health and employee welfare should be addressed – drinking water, washing facilities, clean toilets, eating facilities etc.

What is the internal/external audit / inspection system to check compliance with the workplace regulations? This

should include (where applicable, Maintenance, ventilation, temperature, lighting, cleanliness, space, workstations,

floor traffic routes, falls, falling objects, windows, doors escalators /travelators/lift, clothing ,accommodation &

changing facilities, areas for eating, disabled persons)

What system is in place to report problems or defects? Is there evidence to show that problems are remedied?

Are there any Trades Union inspections undertaken? (where applicable)

Have areas been identified where there may be asbestos containing materials? Describe how the action plan

/register relating to asbestos is maintained?

Describe the employee facilities and the working areas. Is there hot water, soap and towels (or other methods of

drying) available? Is there a suitable supply of drinking water? Where can the employees eat lunch, take breaks?

Health and safety training has been given to all staff.

Have all employees participated in health and safety training during their induction?

Have the employees participated in health and safety training specific to their roles?

Is the health and safety training recorded?

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Systems are in place for staff to raise and resolve health and safety issues.

How does an employee raise a health and safety issue?

Are the health and safety issues raised; recorded appropriately?

Who is the person responsible for health and safety? Do they understand their role?

Are health and safety issues raised, reported back to the employees?

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All health and safety policies and workplace activities are regularly monitored for new hazards and improvements are made.

Does the organisation partake in health and safety monitoring?

How often does monitoring take place?

Does the organisation record the monitoring?

Are actions created from the monitoring?

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There are identified health and safety representatives (Trade union and/or company representatives)

Does the organisation have nominated health and safety representatives? (Trade union or employer)

Is the organisation aware of the SCSR regulations or the employee consultation regulations?

Have the appointed health and safety representatives been given the appropriate training to allow them to carry

out their duties?

Staff representatives have been involved in the development and/or evaluation of health and safety policies.

Are employees aware of their legal responsibilities under health and safety?

Are employees actively involved in health and safety?

Are employees given specific duties in health and safety?

Are consultation procedures in place?

Do health and safety policies emphasise prevention in their wording?

Is a joint trade union employer policy in place?

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There is a clear emphasis on prevention of ill health across all health and safety policies.

Does the organisation's policies promote prevention of ill health in the workplace?

Do the policies inform employees on health and safety issues and signpost them to relevant support.

All managers have received health and safety management training.

Have those with specific health and safety duties been given suitable and sufficient training? Risk assessment

training for Risk Assessors, fire warden training for Fire Wardens, first aid for First Aiders?

Have managers been given appropriate health and safety training to aid them in their duties?

Is the training offered; a recognised training course?

Are certificates available?

How often is health and safety training refreshed?

Regular health and safety meetings are held and recorded.

Does the organisation have regular health and safety meetings?

How often do the meetings occur?

Do you have minutes from the last 4 health and safety meetings?

Do you have a set agenda?

What is the makeup of the health and safety meeting?

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Mental health


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Provide information to employees to reduce the stigma around mental ill-health.

Has the organisation demonstrated its commitment to reducing the stigma of mental health?

How have they shown this?

Are employees aware of the meaning of mental health?

Are employees happy to discuss mental health issues with their colleagues, managers etc?

Have managers been given support to help them encourage employees to come forward if they are suffering from

any mental health issues?

Have managers been given information that will support them in identifying issues of concern in their

departments?

Is information available to employees regarding the stigma of mental health? (Time for Change)

Provide information about mental health and well-being, including work-related stress, and additional further information readily available to staff at all levels.

Does the organisation provide information regarding mental health and its effects?

Do employees know how to access information regarding mental health if they need it?

Can employees access the information freely?

The organisation ensures that employees are made aware of their legal entitlements regarding working conditions.

Are employees given written contracts of employment?

Does induction training take place?

Does it include information regarding their legal entitlements: breaks, holidays etc?

Is this information available anywhere else?

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The organisation has implemented a mental wellbeing policy that follows the principles of the Health and Safety Executives Management Standards for Stress.

Does the organisation have a mental wellbeing policy?

Does it follow the principles of the HSE management standards for stress?

Are employees aware of the mental wellbeing policy?

Does the mental wellbeing policy include support mechanisms?

Do line managers understand what the HSE management standards for stress are?

Ensure employees are aware that mental health and well-being issues are valid and people seeking to address these issues are fully supported by the organisation at all levels.

Is mental wellbeing supported at all levels of the organisation?

Is the mental wellbeing policy signed by the most senior person in the organisation?

Does the organisation have available interventions to help support individuals, such as reasonable adjustments,

flexible working etc?

Has the organisation had to act upon any issues involving mental health? What was the outcome?

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Mental health management training is able to be accessed to help managers identify employees with potential issues.

Have managers attended mental health/stress management/mental wellbeing training?

Is mental health/stress management/ mental wellbeing training available?

The organisation has an individual performance review system in place. This allows employees to comment on work related and personal issues that affect their performance and enables training needs to be identified.

Does the organisation carry out keeping in touch meetings (KIT), to give opportunities for employees to raise

issues?

Is wellbeing on the KIT agenda?

Does the organisation take part in Performance Review and Development (PR&D's) / Appraisals?

Is wellbeing on the appraisal agenda?

Are actions communicated to employees detailing a plan for the year?

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The organisation has a protocol in place for the use of risk assessments to prevent stress. This is conducted on an individual land organisational level and is regularly reviewed.

Is a stress risk assessment template available?

Is there evidence that individual stress risk assessments have been conducted?

Is there evidence that organisational stress risk assessments have been conducted?

Is there evidence that actions have been completed?

Does the organisation understand what factors exist that can cause stress in each of its department?

Has an organisational stress risk assessment been conducted?

Have any actions been identified?

Education and development opportunities are routinely available to managers and staff to enhance their skills and knowledge around workplace mental health issues.

Does the organisation offer training in dealing with mental health and associated issues?

Does the organisation allow time to attend these courses?

For the training that is available, are course objectives and course content set out?

The organisation provides appropriate avenues of communication to keep staff at all levels informed of changes.

How does the organisation communicate with its employees?

Is the communication conducted at all levels within the organisation?

Are different formats of communication used throughout?

Are meetings recorded at different levels?

Where change has occurred; has the organisation got evidence of how the changes were communicated?

Is there evidence that employees have been consulted during any process of change that affects them?

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A mental health and well-being strategy/stress prevention strategy is in place and followed. This should highlight the promotion of mental wellbeing to the organisation and address investment in the mental wellbeing of the workforce.

Does the organisation have a mental health and wellbeing strategy in place?

If not, is mental health and wellbeing included in the overall wellbeing strategy?

Does the mental health strategy include commitment to reduce the stigma, how to support individuals, how to

invest in the mental health of the workforce?

What are the proposals for investment in the next year?

Mental health awareness training is available for all employees and it has been delivered to the majority of employees

Has the organisation provided mental health awareness training to the majority of their employees?

Is a course content available?

Does the course, include coping strategies for employees?

Staff consultations/surveys take place that seek information on the mental wellbeing of staff and also covers working conditions, communication, work life balance, cost of living wage, staff support and work related or other causes of stress, with action plans drawn up to address major issues.

Has the organisation conducted mental health surveys for employees?

Does the survey contain specific elements that can affect the mental health of an individual?

Is a copy of the survey available?

Has an action plan been drawn up to address significant issues?

Is the survey/action plan communicated to employees?

The organisation provides a confidential support service in-house or externally to individuals who come forward with a problem.

Does the organisation have access to confidential support to help individuals who come forward?

Is this support internal or external?

Can individuals access this support confidentially without informing their line managers?

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Ensure organisational and individual change is accompanied by support, information or targeted intervention programmes e.g. retirement, redundancy planning.

Does the organisation have contingency plans in place to deal with organisational change?

Does the plan include how to keep employees informed at the earliest opportunity?

Does the plan include essential support mechanisms that should be offered in the event of organisational change?

Does the organisation provide appropriate information, signposting and training to ensure that the change is managed and to give employees control over decisions they make or have to make?

Social support groups, volunteering and out-of-work activities are actively encouraged and supported by the organisation.

Does the organisation allow employees time off to support volunteer, out of work activities or social support

groups?

Does the organisation allow career breaks were reasonable?

Does the organisation have any special leave policies that support employees who would like to volunteer?

Are out of work activities advertised and promoted by the organisation?

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Smoking


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Management are aware of their duties under smoke-free legislation and are in compliance.

Are 'No Smoking’ signs displayed at the building entrances?

Do company vehicles have 'No Smoking' signs placed in them?

All staff are aware of the smoke-free and tobacco control laws and how they are applied in their workplace.

Do employees understand where they can smoke?

Do employees understand that they cannot smoke in enclosed spaces?

Is there evidence of smoking on site in non-designated areas?

Sources of further information and support to quit smoking are readily available.

Is information regarding the effects of smoke available to employees?

Is information regarding smoking cessation available to employees?

Do employees know where to access smoking cessation services?

A working smoke-free policy is in place and staff are aware of it.

Is a written smoke free policy in operation?

Does the policy include support services available?

Are employees aware of the policy and can they access it freely?

The smoke-free policy extends to all smoking habits including Electronic-cigarettes.

Does the smoke free policy explain the organisations position regarding Electronic cigarettes?

Does the organisation understand the difficulty in policing those using E-Cigarettes if allowed?

Does the organisation treat electronic cigarettes the same as smoking?

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ground staff and those operating in communal areas are aware of how to report breaches of the smoke-free policy.

Who is responsible for ensuring that the work site remains smoke-free?

Does the smoke free policy explain how to raise breaches of policy?

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All open areas (outdoor) are clearly signposted as smoke-free and steps are taken to prevent smoking in these areas.

Are all outdoor areas belonging to the organisation clearly signposted as smoke free?

Is there evidence that smoking is allowed on site?

Are designated areas clearly signposted?

Actively promote ‘stop-smoking’ services and allow staff time to attend.

Does the organisation allow employees time off to attend stop-smoking services?

Is this available for the majority of employees where reasonable?

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Physical activity


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A physical activity statement is in place and employees are aware of it.

Is a physical activity policy in place? If not, is physical activity included in the health, safety and wellbeing strategy?

Does the policy/strategy define what physical activity is?

Does it set out strategies to encourage more physical activity?

Information is made available on the benefits of physical activity.

Is information available that promotes the benefits of physical activity?

Is there a range of information available?

In what format is this information available?

Is the information accessible to the majority of employees?

The minimum legally required breaks are taken by all staff.

Does the organisation comply with the Working Time Directive?

Are employees aware of the minimum legal requirement regarding breaks?

What is the organisation's definition of breaks?

Staff are encouraged to take regular breaks.

How are employees encouraged to take regular breaks?

Do employees have breaks away from their desk?

Does the organisation provide alternative areas for breaks?

Do managers encourage their employees to have breaks away from their desk?

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Physical activity in the workplace is actively encouraged and supported by the physical environment.

Does the organisation promote, encourage and support physical activity in the workplace?

Are signs in place encouraging physical movement, such as signs encouraging using stairs etc?

Does the organisation promote physical activity through travel plans? Encouraging more cycling, walking etc.

Physical activity opportunities in the local area are actively promoted to staff and supported by the organisation.

Does the organisation promote opportunities for physical activity in the local area, such as:

Gyms

Walking lunches

Exercise classes

Sports days and participation events (football, golf etc)

Charity and corporate runs/races

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Opportunities for physical activity linked to the workplace have been investigated and implemented. These activities are sustained over long periods to become embedded in the organisational culture.

The organisation must provide facilities to encourage employees to partake in physical activity, such as:

Showers

Changing rooms

Lockers

Cycle sheds/cycle racks

Does the organisation offer cycle to work schemes?

Does the organisation offer cycling/walking mileage schemes?

Tailored programmes to improve understanding and take-up of physical activity are offered.

Are training sessions detailing the importance of physical activity offered to employees?

Is a course content available of the training?


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The organisation has a travel plan that promotes physically active ways of getting to and from work and travelling between meetings.

Does the organisation have a travel plan?

Does it include physical and active ways of getting to and from work?

Does it include physical and active ways of travelling to meetings?

Has the policy been cascaded to all employees?

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Healthy eating


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A healthy eating statement is in place and employees are aware of it.

Is a healthy eating policy in place? If not, is healthy eating included in the health, safety and wellbeing strategy?

Does the policy/strategy define what healthy eating is and what defines healthier options?

Does it set out strategies to encourage employees to eat more healthily?

Appropriate, acceptable and accessible information on healthy eating is provided.

Is information available that promotes the benefits of healthy eating?



Is the information accessible by the majority of employees?

All workplaces have access to fresh drinking water.

Is an adequate supply of wholesome drinking water available for all employees?

Is it accessible from suitable places?

Is it clear that the water is safe to drink? i.e. a sign indicating this?

Are a suitable number of cups available?

Any kitchen facilities or beverage areas are in good condition and conform to the highest possible standards and requirements of food hygiene.

Does the organisation provide kitchen facilities?

Are they in good, clean condition?

Do they comply with food hygiene standards?

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How are employees encouraged to move away from their work areas to eat?

Does the organisation provide alternative areas for eating?

Do managers encourage their employees to eat away from their desk?

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Any on-site catering facilities provide healthier options that are actively promoted.

Are on-site catering facilities available?

Are healthy options available?

Does the organisation provide food?

How does the organisation promote healthy options?

What is the organisations definition of healthy options?

Do the food items match the definition of the healthy eating policy/strategy?

Are healthier options of snacks available? For example, low fat varieties, baked crisp products etc.

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A corporate healthy eating food plan, guidelines or similar has been produced in consultation with staff that covers:

- Corporate hospitality - Catering provision - Local sourcing of food

using local providers - Vending/in-house catering

pricing strategy to promote healthy options

- Local healthy food

availability for staff

considered as part of

facilities management.

Does the organisation provide food?

Is a corporate healthy eating food plan in place?

Does it detail what health food is?

Is food pricing considered to encourage healthy eating? Such as subsidised healthy options.

Is this policy reviewed on a regular basis?

Does it have the support of senior management teams?

Tailored programmes to improve understanding and take-up of healthier diets are offered.

Are training sessions detailing the importance of healthy eating offered to employees?

Is a course content available of the training?


Internal or external support is on offer for those who wish to lose weight.

Does the organisation offer internal or external support for those wishing to lose weight?

Are informal weight loss clubs available?

Is the provision of support for making lifestyle changes available, such as coaching?

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Rolling schedule of planned events to promote the importance of healthy eating are in place.

Does the organisation participate in regular campaigns promoting the importance of healthy eating?

Are the employees aware of these campaigns?

When is the next session due to begin?

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Alcohol and substance misuse


Co

mm

itm

en

t

A working Alcohol and Substance Misuse Policy is in place, regarding the use of alcohol and other substances in the workplace, that is clear and consistent.

Does the organisation have a working alcohol policy?

Does the organisation follow the policy?

Are employees aware of the alcohol policy?

Does it outline exemptions such as manager's discretion, business functions etc?

Does the alcohol policy include support mechanisms?

Can employees access the support on a confidential basis?

Are employees aware of the policy and its support?

Employees are provided with information about the effects of alcohol and substance misuse that is appropriate, acceptable and accessible.

Is information available that highlights issues associated with alcohol and drug use?

Are employees aware of the daily and weekly recommended levels for intake of alcohol?

Are employees aware of how to measure their alcohol intake?



Is the information accessible by the majority of employees?

Alcohol policy includes guidelines on the use of alcohol at business functions.

Does the alcohol policy include guidance on use of alcohol during, business functions, works parties, etc?

Are employees aware of this guideline?

Are employees aware that they are still subject to HR rules outside of the work environment if their behaviour brings the organisation into disrepute?

59


Co

mm

itm

en

t Employees are supported in seeking help to treat alcohol or substance misuse issues. This includes providing sources of further information and support that are readily available.

What support mechanisms are available to employees seeking help?

Can they access this in a confidential manner?

Are employees aware of how to access this?

Ach

ieve

me

nt

Organisational code of conduct and behaviour in relation to alcohol and substances has been well established and well publicised.

Is a code of conduct available?

Does the code of conduct include guidance around alcohol use during work functions and the consequences?

New employees are made aware of how to access relevant policies, information and support services at the point of induction.

Is the alcohol policy promoted at induction?

Are the support services available also promoted at the point of induction?

Is an induction checklist available?

Exce

llen

ce

Managers at all levels are aware of the link between alcohol, substance misuse and mental health in the workplace and aware of why staff may be reluctant to come forward with related problems. Managers actively promote the use of external help and rehabilitation when approached.

Does the alcohol policy include reasons as to why employees may be reluctant to disclose their issues?

Does the organisation actively promote external support available when approached?

60


Exce

llen

ce

Employees are aware of link between alcohol, substance misuse and mental health in the workplace.

Has information been made available that makes employees aware of the link between alcohol and substance

misuse?

What format has this been in?

Staff representatives from various levels of the organisation are involved in the development or review of the policy which addresses alcohol and other substances.

Were staff representatives involved in the development or review of the alcohol and substance misuse policy?

Is there written evidence of this in team meetings?

Managers have access to information on how to identify the signs of alcohol / substance misuse and are aware of where to obtain support or signpost employees with a problem.

Have managers attended alcohol management training sessions that allow them to understand why individuals use

alcohol and substances?

Is a course content available?


Employees have access to alcohol awareness training and it has been delivered to the majority of the employees.

Have employees attended alcohol awareness training?

Is alcohol awareness training available to all employees?

Is a course content of the training attended available?


APPLICATION FORM

Statement of Intent

The Health, Safety and Wellbeing of all of our employees is of paramount

importance and our organisation strives to create an environment in which

employees feel valued and supported to maintain good health and wellbeing as part

of an effective work-life balance.

The Workplace Wellbeing Charter provides guidance and support to help us achieve

our aims and the Senior Management Team are fully supportive of the organisation

using these standards to both look after our employees and allow the business to

flourish.

WORKPLACE WELLBEING CHARTER SICKNESS ABSENCE CHECKLIST

Yes/No

Do you have an Absence Management policy?

Does the company have written procedures for absence?

Does the Absence Management procedure take into account Chronic Ill health and long term illness

Does the company monitor absences in the workplace?

What is the current level of sickness absence in your organisation?

Do you record different categories of sickness?

Have managers been trained in dealing with sickness absence?

Is return to work interviews carried out after absence?

What initiatives have been implemented to reduce employee absence? (Please state)

APPENDIX 1

62

YOUR ORGANISATION DETAILS

ORGANISATION NAME

ADDRESS

TELEPHONE NUMBER

NUMBER OF EMPLOYEES

REQUIREMENTS FOR WORKPLACE WELLBEING CHARTER Please identify that you have met the requirements below: Senior Management Agreement Name: Job title: Signature: Date: Details of Workplace Wellbeing Charter Lead Name: Job title: Signature: Date:

63

WORKPLACE WELLBEING CHARTER

POST ASSESSMENT REPORT

For

[Business name]

Prepared by: [Assessor name]

On behalf of: [Provider company]

Report date: [Date of report]

INTRODUCTION

The Workplace Wellbeing Charter is an opportunity for employers to demonstrate their commitment

to the health and well-being of their workforce, whilst providing employers with an easy and clear

guide on how to make workplaces a supportive and productive environment in which employees can

flourish. These standards reflect best practice and are endorsed nationally by Public Health England.

The Charter takes a holistic approach that includes leadership, culture and communication, as well

as health & wellbeing topics such as physical activity, alcohol and mental health. The framework

APPENDIX 2

64

promotes rounded discussions between employer and employees about health, safety and

wellbeing.

METHODOLOGY OF ACCREDITATION

The Workplace Wellbeing Charter accreditation involved three stages:

4. A review of evidence

5. The interviewing of key members of staff

6. Tour of the site

A review of evidence

A meeting was set up on the 21st May 2014 to access all the evidence collated. The evidence

was collated in hard copy format and categorised into the appropriate topics as described by

the Workplace Wellbeing Charter.

The interviewing of key members of staff

Key members of staff were selected by the assessor from a list of employees. As part of the

accreditation, 8 employees were interviewed. These where selected randomly between XYC

company Ltd and the assessor.

Tour of the site

The review of evidence and interviewing was concluded on XYC company Ltd premises.

During this time, observations were noted regarding the culture and attitude of employees

towards wellbeing.

65

LEVELS ACHIEVED

Following the accreditation, XYC Company Ltd was awarded the following levels:

Leadership Achievement

Absence Management Excellence

Health and safety Achievement

Alcohol and substance misuse Excellence

Smoking Excellence

Mental Health Achievement

Healthy eating Excellence

Physical Activity Achievement

STRENGTHS AND AREAS OF GOOD PRACTICE

Many strengths and areas of good practice arose during the course of this accreditation. It was clear

that the organisation had fully integrated policies and procedures and that these had been cascaded

to all employees; indeed evidence showed that employees are engaged at the start of employment

about the ethos of the organisation and the support that is available.

All those interviewed expressed how much they appreciate their job and role. They all spoke highly

of their line management and how well supported they are; but more importantly, how appreciated

they felt. This indicates that XYC Company Ltd values their employees and understands that the

employees are the biggest asset of the organisation. In order to support the employees, XYC

Company Ltd offers a generous benefits package; aimed at alleviating the burden of stress on

employees.

Absence management procedures are in place and from the interviews; it was indicated that their

experiences with absence has been a supportive one. The appropriate procedures are used and all

employees are aware of what is expected of them. The attitude of all employees needs to be

commended. Their appreciation of the support given to them by the organisation is evident and the

support shown by managers to encourage this; shows their commitment to ensure XYC Company

Ltd remains a success.

As we have detailed previously, gaining the Workplace Wellbeing Charter demonstrates how well

you treat and support your staff. The evidence you provided and the interviews that were held; all

provided assurance that XYC Company Ltd is an employer of choice, that is totally committed to

66

investing in employees in order to ensure that XYC Company Ltd remains a successful and happy

place of work.

CONTINUOUS IMPROVEMENT

The organisation has clearly shown its commitment to the wellbeing of its employees; however

there is always the ability to continually improve. It is encouraged that XYC Company Ltd consider

the following recommendations:

A two year Health, Work and Wellbeing action plan to be implemented. This should detail a

strategy as to how to improve the wellbeing of your employees

Managers to be given specific Health and safety management training to enhance their skills

A mental health and wellbeing strategy to be implemented. This should detail investment in

alleviating issues within the workplace

Continue to deliver Health and Wellbeing training courses to all employees.

OUTCOME

Having carried out the accreditation process rigorously and in accordance with the Workplace

Wellbeing Charter assessment criteria; I conclude that, XYC Company Ltd has achieved the

Workplace Wellbeing Charter. Achieving the Workplace Wellbeing Charter shows you are forward

thinking in cascading Wellbeing practices throughout the organisation and that you demonstrate this

commitment.

Your Workplace Wellbeing Charter re-accreditation should take place July 2016

Assessor Signature: Joe Bloggs Date: 25th July 2014

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