The COVID-19 crisis has been impressively demonstrating the relevance of individual resilience. This concept refers to psychological and mental robustness which helps us not to break down due to challenges and crises in our lives – but instead to master them and even emerge as stronger individuals. Individual resilience refers to a class of abilities that enable people to handle disruptive changes and grow – including acceptance, optimism, problem solving, self-accountability, self-efficacy, networking, and future orientation. In their behavior, resilient people show a strong component of emotional coping, positive reinterpretation, comprehensive planning, and focused implementation.
What is the offering of Siemens in the context of reinforcing individual resilience?
Our company provides a range of tools enabling employees to assess their resilience. In recent months, we strongly expanded our portfolio of information, training, and coaching sets to reinforce individual resilience. Results of our evaluation include a high participation rate, positive feedback on content and didactics, and growing demand.
Where do the teams and the organization come in?
When increasing individual resilience is the goal, the willingness and abilities of the respective person are not the only factors; success is also greatly influenced by the work environment – the teams and the organization.
So, employee wellbeing requires the interplay of all three levels of resilience: individual resilience, team resilience, and organizational resilience. – At the same time, there is interdependence with employee wellbeing impacting organizational resilience. As our CHRO Judith Wiese explains,
We thrive and do our best in an environment which is healthy and safe, and where we feel valued for who we are and what we do. This is why employee health, safety, and wellbeing at Siemens is integral to operational excellence.Judith Wiese, CHRO at Siemens
How our program “Healthy and Safe @ Siemens” contributes to a resilient organization.
Healthy and Safe @ Siemens” will focus on our possibilities to exert influence on site level. We developed a quick scan which allows our locations to measure the maturity level of health and safety regarding aspects of work climate, leadership, learning, processes, and resources.
A positive and effective work climate is key for high performing teams. The work climate is closely interrelated with well-being. The work climate has effects on quality, creativity, productivity, job satisfaction and performance, and health of individuals, teams, and the organization. That’s why it is necessary to have a trustful communication, to take care of each other, and to put trust in employees and empower them to accomplish their tasks. New ideas are highly welcome, failures are seen as an opportunity to learn.
Leaders have a huge impact on their teams’ well-being, through their words, actions and the decisions they make.
Team and individual well-being are a fundamental requirement for achieving positive business impact, making it an essential component of good leadership. When leaders set an atmosphere where people feel well and safe, it results in individuals bringing in their perspective and performing at their best. Employees can also demonstrate leadership through speaking up if something is not right, and through their own positive actions. Judith Wiese explains:
Particularly in times of change, healthy leadership is needed from all of us. Building trust, empowering employees, and fostering a culture of care are fundamental for achieving sustainable success for our customers, our people, and society at large.Judith Wiese, CHRO at Siemens
Learning has a special significance, since demands on competencies and further development change quickly and constantly (including demands on health and safety-related competencies). This leads to changing ways and content of learning. Learning should evolve from individual knowledge acquisition to learning as an organization in the process of working. This means taking ownership for one’s personal learning by experimenting with new ways of working etc.
Resources and processes
Resources are the basis of operating a business. Anticipating capacity use beyond normal routines as well as thinking ahead about vulnerabilities and changing circumstances ensure operations and business success. Organizations are most effective when health and safety are balanced and incorporated into the core business processes. This includes e.g. coping with change and embedding wellbeing into all work activities.
Empowering teams to work on growth opportunities based on Quick Scan results
Our program will support teams at sites to reflect on their experiences, to understand what worked out well, and why certain actions do not produce expected effects – to explore causal and contextual relationships as well as the consequences of what is being done.
This is the summary from Ralf Franke, Head of Corporate EHS at Siemens:
“Our learnings are in line with research findings – seeking to influence the work environment and work atmosphere is more effective than seeking to influence the personality at the level of the individual. Therefore, our approach is to maintain and optimize service delivery at the level of the individual while focusing, at the same time, on investing in creating interventions and services at the team and organizational levels.”
Click here for more information about Health & Safety at Siemens.