The writer chairs the commission for a healthier professional life in the reflection group on the Health Foundation
The current debate on well-being and work may neglect a crucial fact: each year, more than 300,000 people in the United Kingdom leave their employment and signal a state of health limiting work. Many do not come back. But the evidence shows that a large part of this could be prevented with the right support. Without this, others will constantly fall from work, creating lasting costs for individuals, employers and public services.
This month, the government has announced major changes in health benefits, in order to help more people at work. But the reduction in rights to disability benefits is likely to increase financial insecurity and harm health for those who have a real need for support – which makes it less, no more, probably they will be able to work.
To the Health Foundation Commission for a healthy professional life, we spent last year exploring how to support people with health problems that limit their ability to have a job. With 8.2 million people of working age confronted now with such challenges, the current approach is no longer sustainable. We must prioritize prevention and early intervention to maintain employees when emerging health problems.
So what We found Do you need to change? First, many employers want to improve the health of the workforce, but are retained by unique advice, tight budgets and limited evidence of what works. Sharing best practices in the sectors can make it normal to support people who face a health issue. For example, by investing in trusted line managers and allowing them to offer changes such as flexible hours to allow medical meetings. The quarters of work and the workloads that keep people have shown excellent results in pilot programs.
Second, when health begins to affect work, support must come earlier and be more united. State support often arrives too late – after people left their work and their health, their finances and their confidence have worsened. Some leaders employers Invest in health and rehabilitation on tailor -made work, with clear advantages for retention. These approaches should be more widespread. When someone falls ill, he needs proactive conversations with his employer about rehabilitation and changes that would allow someone to stay or return to work.
Third, financial incentives must be aligned better with prevention. Despite recent changes, statutory remuneration for illness in the United Kingdom is among the lowest in Europe – only £ 116.75 per week. Many employers, already faced with the increase in costs, naturally find it difficult to offer more. But when it is inadequate, employees are forced to choose between working although sick or financial difficulties.
An examination of sick remuneration has been expected for a long time and should be part of the bill on employment rights which was currently making its way thanks to Parliament. For most companies, higher statutory remuneration would have a low impact on payroll. But an exam should also explore practical options to help companies manage unexpected costs.
Better results for employment for people with health challenges are achievable – with an aging population, this is something we need urgently. The United Kingdom has experienced positive changes when we approach these structural blocks on the job market. Employment rates in mothers have improved considerably, supported by a mixture of labor rights, financial incentives, practical assistance and cultural change. We now need the same long -term commitment to work and health.
If we really want to carry out the economic and social advantages of operating Great Britain, the emphasis must move from the reduction in the costs of the short-term advantages. History suggests that it is unlikely that it is significant savings or sustainable results – they are also risking damage. The real opportunity lies in a concerted effort by the government and employers to help people with health problems to work.
