Employees are a company’s most vital assets, and their health and wellbeing, both physical and emotional, feeds directly into productivity and customer experience.
But what is the best way to get a workforce engaged with their own wellbeing?
Warrington’s Own Buses is taking the grassroots approach: An internal appointment from among its own driving staff. The naming of Mike Tickle as the new Training and Wellbeing Co-ordinator at the Cheshire municipal operator in February marked a milestone in the company’s journey towards fostering a positive workplace culture.
From the front line
Prior to his appointment, Mike had driven for Warrington’s Own Buses for around a year, so has first-hand experience of the effects that driving can have on physical and emotional health.
While he still drives when the need arises, his role is now multifaceted; ensuring new recruits are onboarded into the company while also co-ordinating campaigns around health and wellbeing. Mike’s appointment, benefiting from his ability to empathise with the needs of drivers, is nurturing a positive feedback loop among staff, with the goal being a virtuous circle of engagement that will fortify the company’s wellbeing offer.
The role of Training and Wellbeing Coordinator benefits from Mike’s background. Before switching careers to become a bus driver, he spent seven years in senior management roles at Subway and Starbucks, combined with 20 years as a level 2 rugby league coach in the UK and Canada. His enthusiasm for amateur running, having completed numerous competitive runs and four Ultra Marathons, adds to his perspective on the importance of physical health.
Mike’s philosophy on wellbeing in the workplace is shaped by those experiences. “You’ve got to cater to a wide variety of needs, desires, and wants within a workplace. What makes one person happy may not make somebody else happy. I’ve always taken a grassroots approach, breaking things down into smaller, manageable categories. It’s about helping somebody for the better,” he says.
Noting an increased focus and awareness around health and wellbeing across the industry, Katie Ferguson, Operations Director at Warrington’s Own Buses, elaborates on Mike’s appointment: “As part of our ongoing strategy around engagement with our workforce, we created this role to pilot several initiatives aimed at fostering a positive culture.
“Employees are our assets, and looking after their health and wellbeing, both physically and emotionally, is critical. It directly feeds into aiding productivity and creating an engaged workforce.”
The company organises health and wellbeing campaigns and initiatives throughout the year. One of the first initiatives Mike introduced was a hydration campaign, inspired by his personal experience with dehydration during a marathon. Two years ago, lack of proper hydration put his life at risk.
“We’re quite sedentary when we’re on the buses, so staying hydrated is crucial for concentration and overall health. This is especially important during these warmer summer months, but applies year-round. Some of the older generation find it tough to get this message through to them, but the younger generation is more receptive. It’s about adapting and helping each other.”
Katie acknowledges the challenges of engaging a diverse workforce, but that Mike’s background working with staff from all walks of life is doing well to encourage collaboration and engagement. “One of the key challenges is reaching out to long-term drivers who have been in the industry for many years,” she adds. “But Mike’s authentic approach, going directly to individuals and asking what they would like to see, has resulted in good buy-in from our workforce.”
Monitoring engagement
The success of Warrington’s initiatives is measured through various metrics, including attendance and engagement levels.
“We look at how attendance has incrementally increased at events since Mike’s appointment,” says Katie. “We also review employee retention statistics as well as the attendance at events increasing from the drivers. It’s about continuous improvement and making sure our workforce feels valued and engaged.”
Mike’s hands-on approach extends to organising health campaigns in collaboration with local organisations like LiveWire, a provider of leisure, libraries and lifestyles services within Warrington, which conducted health checks for the company’s drivers in March.
“Some drivers had follow-ups with GPs, which is vital. Even if we effectively saved one life or made someone aware of an issue that could end their life, it is all worth it,” Mike reflects.
A significant achievement of Mike’s tenure is a successful smoking cessation campaign, which resulted in 11 employees quitting smoking. Mike procured much literature as part of that campaign and has been involved in it himself. “For those initiatives it’s about providing the right information and support. I’m part of what they are doing, trying to make myself healthier alongside the drivers. That goes a long way toward empathising with them,” he says.
Looking ahead, Mike is excited about upcoming initiatives such as Movember, counselling services through the company’s Hapi app, and the introduction of a walking club.
“We’re always evolving our engagement plan based on feedback from our workforce. The walking club, for instance, will help bridge the gap of isolation, bringing people together and improving mental and emotional wellbeing,” he says.
The campaigns don’t just serve to benefit existing employees, either. In addition to retention, it helps when recruits know beforehand that a company has their best interests at the forefront.
“Our training school is renowned, and we always have people lining up to join,” Katie explains. “Mike’s role is critical in ensuring new recruits are onboarded robustly and given the tools to succeed. His coaching background instils belief and resilience in our trainees, which is essential for their success.”
‘Work with your workforce’
Mike’s advice to other managers emphasises that need for empathy and engagement. “Work with your workforce,” he says. “Don’t have them work for you. Ask them what they would like to see the company do. Let them have their say. It’s about being authentic and making a continuous and consistent change.”
Katie reiterates that need for authenticity. “We’re not here to tick a box,” she says. “We’re here to make a change, and make a continuous and consistent change at that. This is about breaking barriers and continuously challenging ourselves to improve.
“Managers play a fundamental role in fostering a positive culture, making people feel valued, and enhancing their potential. A happy workforce directly improves the experience for our passengers, and that’s the virtuous circle we’re striving to create at Warrington’s Own Buses.”
