Absence

, 24

Accounting for human capital

, 180–181

Agreeableness

, 199–200

APHIRM toolkit

, 120–122

Attribution

, 158–159

of effect

, 147–148

Attrition bias

, 159

Big data

, 179

Black Asian and Minority Ethnic backgrounds (BAME backgrounds)

, 63–64

Board Agenda, investors force well-being onto

, 194–195

Bridging the Gap (BTG)

, 128

Business performance metrics, linking workforce well-being to

, 192–194

Businesses

, 176–177

Buy-side analysts

, 182

Capital

, 179–180

Capital investment analogy

, 175–176

Captives, capturing data from

, 70–71

Centre for Mental Health in UK

, 30

Chief executive officers (CEOs)

, 177–178

Chief Medical Officers (CMOs)

, 217

Clinical nurse specialists (CNS)

, 129

Cognitive crafting

, 40, 106

Command and control culture

, 107–108

Conflicting outcomes

, 162–163

Conscientiousness

, 196–200

as asset

, 201–202

Copenhagen Psychosocial Questionnaire (COPSOQ)

, 120

Corporate Health Achievement Award (CHAA)

, 193

Counterproductive Work Behaviour

, 38

COVID-19. See also Lockdowns

front line

, 62–65

and health of workforce

, 61–62

mental health at work and

, 76–81

and social gradient in health

, 65–68

Crafting

, 40, 106

Dead-weight effect

, 159

Diagnostic and Statistical Manual of Mental Disorders (DSM III)

, 37–38

Discrimination in employment

, 18–19

Duration of follow-up

, 147

Employee Assistance Programmes (EAPs)

, 102

Employee participation

, 143–146

Employer perspective

, 27

Employment

discrimination

, 18–19

employment-focussed social prescribing

, 128

rate

, 12–13

Environmental Social and Governance (ESG)

, 179–180

European Occupational Safety and Health Agency (EUOSHA)

, 132

European Union (EU)

, 14–15, 181

Executive functions

, 41–42, 150–151

at work

, 41–47

Facemasks

, 219–220

Fatal accidents

, 14–15

Friction cost method

, 26–27

Friction period

, 26–27

General practitioners (GPs)

, 115, 126

Generalisability

, 147

Global Reporting Index (GRI)

, 182, 190–191

Hawthorne effect

, 159–160

Health. See also Workforce health

as ‘factor of production’

, 7–9

and executive functions at work

, 41–47

impact of health on task performance

, 33–47

of key workers

, 62–65

managers influence

, 94–97

promotion

, 83–84, 143

and task performance at work

, 37–41

three ways of thinking

, 10–12

and underemployment

, 16–18

in workplace

, 24–33

Health and Safety Executive (HSE)

, 15

Health Assessment Questionnaire (HAQ)

, 35

Healthcare professionals (HCPs)

, 3, 113, 116

prevention

, 117–123

primary care

, 123–127

productive work as healthcare outcome

, 135–136

secondary care

, 127–132

vocational rehabilitation

, 132–135

work as clinical outcome

, 113–117

Healthy worker

, 1

High-performance HRM practices

, 162

Human capital

accounting for

, 180–181

method

, 26

Human resource management (HRM)

, 91–92, 160, 162

Human resources (HR)

, 1, 142–143, 180

initiatives

, 160–163

Ill-health. See also Health

, 12–24

Improving Access to Psychological Therapies (IAPT)

, 126–127

Information asymmetry

, 131–132

Institute for Employment (IES)

, 70

Institutional investors

, 182

Intangible assets

, 89, 177–178

reporting employee well-being as

, 181–192

Integrated reporting

, 179–180

Inverse care law

, 145

Job Crafting

, 39–40, 105–106

Job demands-resources model (JD-R model)

, 96–97

Job design

, 38–39

Knowledge economy

, 180

Labour

market participation

, 10–12, 24

productivity

, 4–5

Lagged effects

, 159

Leadership capital index

, 180

Learn as you go approach

, 220–221

Lifestyle diseases

, 15–16

Line managers

, 3, 98, 213, 216

Lockdowns

, 62–63

as laboratory

, 68–76

returning to work after

, 81–84

Long COVID

, 84–85

Lujatalo, Finland, risk assessment and work adaptation at

, 124

Managers

helping employees to ‘flourish’

, 98–100

influence health and productivity

, 94–97

management support and mental health at work

, 100–107

random acts of kindness

, 107–108

squeezed middle of organisations

, 90–94

at work

, 89–90

Medical/clinical vulnerability risk assessment

, 83

Mental health at work and COVID-19

, 76–81

Mental Health First Aid (MHFA)

, 155–156

Messages for managers

, 74–76

Modifiable health risks

, 119, 143

Moral injury

, 64–65

Musculoskeletal disorders (MSDs)

, 24–25, 35, 120, 122

Mutual benefits

, 162

National Institute for Health and Care Excellence (NICE)

, 154–155

New normal

, 84–85

Non-work-related deaths

, 15

Normal weight

, 64

Obesity

, 19

Occupational Health (OH)

, 1, 104–105, 123, 126, 216–217

Office of National Statistics (ONS)

, 68

Operating and Financial Review (OFR)

, 181

Personal and protective equipment (PPE)

, 62, 219–220

Physical distancing

, 77–78

Physical strain

, 120–122

Poor design

, 157–158

Poor sleep

, 43, 45–46

Premature mortality

, 14–16

Premature withdrawal from labour market

, 21–24

Presenteeism

, 24

costs and consequences

, 28–32

Prevention

, 117–123

Primary care

, 123–127

Production function

, 8

Productive capacity in workplace

, 24–33

Productive work as healthcare outcome

, 135–136

Productivity

, 2, 12, 24

loss in RA

, 35

managers influence

, 94–97

three ways of thinking

, 10–12

Protected characteristics

, 18

Psychological contract

, 90

Psychological safety

, 64–65

Psychosocial risks

, 219

at work

, 121–122

Public Health England (PHE)

, 155–156

Reduced working time

, 20–21

Reduced workplace productive capacity

, 11–12

Rehabilitation medicine

, 132–133

Relational crafting

, 40, 106

Return on investment (ROI)

, 146, 177

Return to work (RTW)

, 113, 129

Rheumatoid arthritis (RA)

, 21–22, 35

Risk assessment and prevention

, 217–219

Role conflict

, 75

Secondary care

, 127–132

Selection bias

, 159

Self-management

, 130

Sell-side analysts

, 182

Service profit chain

, 192–193

Shared decision-making

, 130–131

Sickness

absence costs

, 24–27

certification

, 126

Sleep

, 43

deprivation

, 44–45

Small and medium-sized enterprises (SMEs)

, 144, 217

Social distancing

, 66–67

Social gradient in health

, 65–68

Social isolation

, 77–78

Socially responsible investors (SRI)

, 182–190

Society of Occupational Medicine (SoM)

, 82–84

Squeezed middle of organisations

, 90–94

Standard and Poor companies (S&P companies)

, 193

Subjective well-being (SWB)

, 148, 150

Sustainability

, 159

Symptom severity

, 33–34

in RA

, 35

Take-up

, 158

Task crafting

, 40, 106

Task performance

, 12

at work

, 37–41

Top-down process

, 39

Total factor productivity

, 8

Transmission mechanisms

, 41–42, 150–151

Underemployment. See also Employment

, 16–18

Vocational rehabilitation (VR)

, 115–116, 132, 135

Weak signals

, 218

Well-being

, 154

to drive performance

, 221–222

at work post-Covid

, 219–221

Winter of discontent

, 24–25

Work

capacity

, 22

as clinical outcome

, 113–117

Work Productivity Activity Impairment Scale (WPAI)

, 31

Work-life balance under pressure

, 71–74

Workforce health

, 2, 4, 176

health and job performance

, 195–202

at work

, 178–195

Working from home

, 68–76

Workplace adjustments or accommodations

, 102

Workplace Employee Relations Survey (WERS)

, 148–150

Workplace health interventions

, 141–143

employee participation

, 143–146

evidence base

, 154–159

financial payback

, 146–148

HR initiatives

, 160–163

performance and productivity

, 148–154

Workplace transmission risk assessment and control

, 83

Workplace-only initiatives

, 158

World Health Organization (WHO)

, 151–152

WHO-5 Wellbeing Index

, 70

Worried well

, 145