May 12

The future is Orange

first_img Comments are closed. The Orange wellbeing team shares its experience of how technical advancescan help deliver a contemporary occupational health service, by Sarah Davison Patterns of work have changed dramatically over the past few years and therehas been a massive expansion within the telecommunications industry. Faced withthe enormous rise in this type of employment, coupled with the Government’scommitment to improve the health of the working population and recommendationsset out in the national OH strategy, the occupational health service attelecoms service provider Orange realised it needed to change to meet thesedemands. Therefore the occupational health team was relaunched in June 2001 andrepositioned within the organisation as Orange wellbeing. This new imageencapsulates the company’s vision, mission statements and brand values. The team wanted a clear, distinct vision for occupational health, whichwould enable staff to access occupational health information wherever,whenever, and however they could. In so doing we would deliver an image thatwas simple, honest, friendly and dynamic. The OH team Historically, there has always been an occupational health presence withinthe company, but the past two years has seen the team develop a strong positionwithin the organisation, supported at board level. A manager was appointed lastOctober, reporting to human resources and there is now a team of six qualifiedoccupational health advisers, two OH practitioners with three consultant OHphysicians, a trainee physician and an OH physician. We felt as a team that while the business was supporting our role, we neededto position ourselves in such a way that we would be seen as an integral partof the business. We also aimed to offer the company an insight into the roleand benefits of having a comprehensive in-house occupational health service. Wefelt we needed to develop our own unique identity, which complements the distinctOrange brand. There were a number of influencing factors. Firstly, although we workedwith- in a communications industry, we felt we were not communicating verywell. The management just did not understand what we were saying, which perhapsis not an unusual situation. However, Orange is a company with no directproduct but rather an image. We had to learn to talk the right language tocommunicate. Secondly, although all members of the OH team practised current andcontemporary occupational health, we had no clear strategy or direction withinthe scope of the service provided. Orange also has a large and diverseworkforce with employees spread throughout the country working in differentenvironments from communications and retail to technical and support sectors. An added complication within the organisation is that there are severaldifferent functional directorates each with a different management team. Weneeded to be recognised across all these differing functions. We were alsofaced with differing health issues across the organisation. We had to considercall centre working practices, exposure of technical staff to radio frequency,the problems experienced by lone workers and other health issues affectingstaff working in retail. Strategy development So, what did we do? As a team we set about developing a strategy thatsupported the business strategy. This had to demonstrate how we could andshould be adding value to the business. We developed a clear and simple referral process to the department as wellas a mental wellbeing policy. Attached to this is a self-awareness trainingpackage, which we are currently delivering within the business functions, inaddition to looking at health surveillance issues and health promotion. We knewthis was just the start, however, so in March 2001 we carried out an innovativebusiness needs analysis. We used the internal computer network to send out a survey to randomlyselected staff across the business functions. We asked participants to completea comprehensive questionnaire. The resulting data was collated and analysed toestablish actual perceptions of our service. We used the results to help planthe next phase of the strategy – the launch. There was an urgent need to inform all employees about what we did and howthey could access the services we provided. To support us, the company fundedour campaign. This allowed us to approach an external advertising agency toprovide professional support in designing our brand image, and to help us toreposition occupational health within the business. The result was Orangewellbeing. Orange wellbeing Wellbeing is a concept that has several key values each linked to one of theimages that collectively form wellbeing. – The overall term ‘wellbeing’ is represented by the smiling man, and is theterm used to describe the team as a whole – ‘Well looked after’, represented by the girl with the plant, allows accessto services provided by the wellbeing team and describes the support providedfor managers – ‘Well balanced’, represented by the skater, provides information abouthealth issues such as physiotherapy, mental wellbeing, and alternative health – The ‘well-motivated’ image (the girl in the lotus position) is used when,as a team, we carry out initiatives that require people to do things – The ‘well-supported’ image (feet) refers to access to health promotioninitiatives Along with the ‘well’ words linked to the imagery, there are additional wellwords – well-informed, well-connected and well-travelled – that we can use topromote services and initiatives. We are currently getting used to the brandand have to be very clear which ‘well’ word we use with each image. How we usethe image is also strongly controlled under brand guidelines. In developing wellbeing, we wanted a look that was simple and that staffcould connect with. It also needed to be exciting and fresh and fit in with theOrange brand image. We wanted to be able to move away from the traditionalwording of occupational health and ensure our leaflets and publicationsreflected a new, young and vibrant team. The scheme is launched The launch in June 2001 was the climax of six months of hard work. Theintranet site went live and in the three weeks prior to this we used a seriesof teasers designed to whet employees’ appetites. These consisted of computerstart screens, poster teasers and internal communications, all aimed at gaininginterest. The strategy worked and by the time of the launch we had had a massiveamount of hits to the site indicating enormous interest from managers and otheremployees. A leaflet presentation went to the executive board of Orange and thelaunch climaxed with each site/region organising a roadshow. Fifteen-ft displayboards were used at the roadshows along with a range of activities designed topromote wellbeing. There were demonstrations of chair aerobics, information onalternative health initiatives and on-site physiotherapists and osteopathstalking about their role in maintaining employee health. The roadshows allowed employees to meet the wellbeing team for theirregion/site and proved to be a very useful exercise in the promotion ofoccupational health issues. It allowed us to be seen as fresh and exciting. Theinterest from each roadshow surprised even the most cynical of us and formed astarting block for the launch of orange wellbeing. As a team, we feel that in a short time we have learnt to talk the rightlanguage and that the initiatives we run seem to have a more appreciativeaudience and a better response. Our policies and documentation reflect Orange’slook and feel, they are clear, simple and easy to follow, and most importantthey deliver the message. The Intranet All of us, however, feel the intranet site has been our most excitingdevelopment. We are now looking at wellbeing communications in 2002. This willtake the form of greater control over the material that is published, includingon the intranet site. We also aim to develop a quarterly newsletter which will allow staff whocannot access the intranet the opportunity to tap into wellbeing and becomemore familiar with occupational health issues. Conference presentation This has been an amazing year for us and we were extremely proud to presentour new identity to the RCN’s Society of Occupational Health Nursing Conferencein November. As a team, we are passionate about occupational health. We all have our ownareas of interest which support the strategy and delivery to the business. Thishas greatly helped to form the innovative team we are today. We are currently working on a self-awareness training module for managingmental health issues. We have our own interactive document cabinet where we cansource information, ensuring that we are a united team delivering andpractising consistently. Much work has been done on the development of a monthly reporting system sothat we can start to look at trends and provide evidence for futureinitiatives. We have also compiled a very comprehensive audit document uponwhich we will be examining performance against written service level agreementsand seeking to deliver continuous improvement in everything we do. We believe that we have become one of the first in-house occupational healthteams to deliver a service that fits completely with the company’s image andbeliefs, adopting its brand values and mission statements into our ownpractice. The results so far have been encouraging and we are looking forwardto a future where we can continue to develop. Sarah Davison is Orange’s Occupational Health Adviser for Tyneside Related posts:No related photos. The future is OrangeOn 1 Mar 2002 in Personnel Today Previous Article Next Articlelast_img

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