GlaxoSmithKline – stress management
| Company name | GlaxoSmithKline |
|---|---|
| Sector | Pharmaceuticals |
| Number of employees | 99,000 employees worldwide, with 17,000 in the UK |
| Type of workforce | Roles vary from research, sales, marketing, supply chain, finance, HR and operations |
What issue was the organisation facing?
In the 1990s, with increasing business pressures from mergers, and the‘Y2K’, the health function of the business focused on stress management and awareness training. These programs were primarily focused on individual skill building to manage life pressures more effectively.
What action did the organisation take?
The Employee Health management team launched a global initiative. This core of this initiative is a 2.5 day experiential programme called ‘Energy for Performance’ that enables employees to take their current energy, performance, and achievement to the next level - personally and professionally. To date, over 1,500 senior leaders and employees from GSK have taken part in ‘Energy for Performance’.
The ultimate goal for those attending training was to become more:
- physically energized
- emotionally connected
- mentally focused
- spiritually aligned.
The programme includes:
- a 360° full engagement assessment (with family as well as business colleague feedback)
- fitness and nutrition awareness
- skill building experience and planning
- exploring one’s values and purpose
- the creation of a personal strategic action plan.
In addition, GSK also run a Personal Resilience (PR) programme, which is a 3.5 hour workshop open to all employees, incorporating energy management principles. It enables employees to engage their energy and to implement behaviours that create a healthy, positive and resilient person.
Evaluation of these activities is through the ‘Team Resilience process’ which assesses team pressures and effectiveness using a validated self-report tool. It focuses on pressures from 6 major work domains known to impact business performance.
What has been the impact of implementing health interventions?
Since the introduction of Team and Personal Resilience, work-related mental ill-health cases have decreased globally by 60% (2003 – 2007) and all mental ill health absence reduced by 20%. Self reported pressure due to work / life conflicts has fallen by 25% and staff satisfaction with the company increased by 21%. There has been a 14% increase in willingness among staff to experiment with new work practices. The Team Resilience process is being used by the International Pharmaceutical business of GSK as a validated sales productivity tool with nearly all teams experiencing increases in engagement, motivation, satisfaction and overall sales after one year follow-up
Testimonials from those who have experienced the programme have reflected significant personal impact:
"I have never felt so focused in my life."
"I feel empowered to create balance in my life, thus enhancing my engagement at work and at home."
"I have more mental and physical energy for the performance of my job."
"This program has been life-changing for both work and life."