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The business case for Resilience

The Resilience Programme has been developed at a time of unprecedented change. Respected organisations are crumbling, and the promise of growth and prosperity is no longer being achieved. Individuals too are paying the price through stress, long working hours and pressures on family life. The need for individuals, teams and organisations to develop resilience has arguably never been greater.

According to the CIPD Absence Management report, more than a quarter of organisations that report stress is one of the top five causes of absence are not taking any steps to address it.

Two-fifths of employers overall (52% in the public sector) report that stress-related absence has increased over the past year. The most common cause of stress, as in previous WWyears, is workload. Other top causes of stress at work include management style, non-work factors such as relationships and family, relationships at work and considerable organisational change/restructuring.

If employees do not have access to the support they need, their productivity and performance may suffer, with an inevitable effect on the business’ bottom line.

We may not know what challenges lie ahead, but a resilient approach can give us the ability to overcome obstacles, bounce back from adversity, and build the future with confidence.

We understand that for organisations to benefit from a productive workforce, their employees need to understand not only how to manage stress, but to respond with resilience when faced with challenges.

This is why we offer a core programme of support, designed to:

• Empower management and employees to take responsibility for, and manage their own wellbeing in the workplace

• Help increase resilience, job satisfacton and productivity for management and employees

• To enable individuals to communicate effectively with one another to increase creativity, problem solving and decision making

• Help reduce stress-related sickness absence within the organisation by fostering a greater awareness and the positive ways in which pressure can be managed

• Explore ways in which existing channels of communication between management and staff can be used to enhance overall wellbeing in the organisation

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