Monthly Archives: March 2018

Are You Sitting (too) Comfortably?

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This guest blog was written by Karen Ambrose of the Karen Ambrose McTimoney Chiropractic practice.

 

According to some research that I read about towards the end of last year, people who work in offices are thought to be ‘dangerously sedentary’, sitting more than people over the age of 75.

Some experts say that sitting down is as bad for us as smoking, while others tell us that standing up too much is also bad. So how much sitting is too much, and what are the alternatives? What should we do to stay healthy and mobile?

What’s so bad about sitting?

You might think that sitting for too long is bad for your muscles and posture, and this is true. Sitting puts a strain on your back, hamstrings (the muscles at the back of your thighs), neck and shoulders. It also causes the gluteal muscles in your bottom to wither, especially if you slouch in your chair.

However, scientists are also worried about what happens inside your body when you sit for too long. After 90 minutes of sitting, your metabolism dramatically winds down and cells aren’t operating at a high enough level to keep your system ‘oiled’. It has been likened to turning off your heating in the summer. When you turn it back on again as the evenings get cooler in the autumn, you worry about the system creaking, or corrosion in unused pipes causing leaks. It’s the same when you sit for a long time – your ‘system’ is essentially turned off. This affects every structure in your body, from brain function to blood flow. After just an hour of sitting, your arteries’ ability to expand is impaired by 50%. This is one of the earliest markers for heart disease and strokes, along with high blood pressure. If you spend a long time sitting, your insulin levels can also be high, which means that you are at higher risk of diabetes.

You don’t even have to be overweight to be at risk, although it makes it worse. A study of older women found that sitting for more than 10 hours a day meant their bodies were biologically eight years older!

You might not have heard of the enzyme lipoprotein lipase, but it plays a crucial role in breaking down fats and sugars in your body and sending them to your muscles to be burned off. Your body can’t produce it while you’re sitting down because you’re not using your muscles. Just standing up is enough to activate it.

German researchers have also shown that the risks of some cancers – bowel, womb lining and lung – increases with every two hours that you spend in a chair.

How much is too much?

The research being carried out into the effects of sitting for too long are in their early stages, but what has already been seen is that the problems start to show themselves if you sit for more than 60-70% of your working hours. So if you sit for more than seven hours a day in total, you will be harming yourself. There is a scaling down effect if you sit for less time.

A report by Public Health England concluded that office workers should be on their feet for a minimum of two hours a day. An Edinburgh University study revealed that middle-aged office workers sat for 7.8 hours a day, which compared to 7.4 hours for people over the age of 75, which researchers say is far too much. They also recommend that you shouldn’t sit for more than an hour at a time. Standing up is enough to engage your muscles just enough to activate your whole system – your brain, your metabolism, your nervous system. Because you’re on your feet, you are more likely to be doing some light movement too. So before you read on – get up and move around or make yourself a cup of coffee before you come back to read the rest of this!

What about standing up?

So does this mean that you should spend more time standing up, instead of sitting at your desk? Not necessarily. Studies into sedentary behaviour shows that people assume they’re being told to stand up all the time rather than sit down. But that’s bad for you too as it brings with it a danger of varicose veins and feet and joint pain.

What’s important is getting a balance between sitting, standing and moving through your day. ‘Binge sitting’ for hours on end is very bad for you and must be broken up. You could invest in a desk that moves up and down, depending on whether you want to work sitting down or standing up. Or you could take regular breaks and go for a short walk. Other leading researchers recommend that in every hour, you should spend no more than 40 minutes sitting down, 15 minutes standing up and 5 minutes moving around. It’s not always possible to do this, but what’s important is to have a go and be aware of how much time you spend sitting. Going for a brisk walk at lunch time will certainly help. You can also change the way that you work, so instead of emailing a colleague, get up, walk across the office and speak to them.

If you find yourself sitting in front of the TV for hours at the end of the day, try getting up during the ad breaks and putting the remote control out of reach so that you have to move. Balancing (carefully) on first one leg and then the other while you’re doing the washing up is a way of stretching and moving more. See how creative you can be with this!

I’m lucky in my job in that I don’t spend much time sitting down. I’m on the move all the time that I am treating each patient. I notice a big difference in my energy levels and muscle stiffness when I have an admin day at my computer, so I make sure that I keep moving – even if it’s just to get up, stretch and make a cup of tea. If you have any stiffness that won’t go away, don’t let it get worse – come and see me and we’ll talk about what treatment will help.

The Karen Ambrose practice is based in Harwell, Oxford. For further information, email Karen@karenambrose.co.uk or telephone 07734 872318.

 

How Do You Discuss Performance in a Positive Way during Appraisals?

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Following on from my previous blogs on appraisals – What are the Benefits of Appraisals and Preparing for an Appraisal Interview – I thought it would be helpful to go into further detail about how to deal with an employee’s performance in a positive way during an appraisal. This is especially important if there are negative issues and room for improvement.

It’s important that you are realistic about capabilities and can provide both positive and negative feedback in a positive manner. Negative feedback should be provided in a way that shows that you understand that your employee may need further training, or may have other issues that could be impacting their work. Give them an opportunity to speak freely. This allows them to feel understood, validated, and gives them the opportunity to agree to improvement in the areas needed.

Many people find the thought of these conversations daunting, mainly because it is hard to predict how an employee will respond to negative feedback, unless you know them very well. Here’s some advice on how to handle difficult conversations. Once you’ve learnt these tips, you should find it much easier to have those tricky conversations.

Before the appraisal interview, prepare as much as possible. Ensure you have the following factors listed below in a document that you can store in your employee’s HR file – ideal for measuring improvements over the years.

These factors should be properly defined and used for quantifiable evaluation, which you can share with your employee at each meeting, motivating them to make the necessary improvements. By providing this clear, regularly updated information, appraisal meetings will be far more focused and productive.

Factors for assessing employee performance
 

Job knowledge

  

How in depth is the employee’s understanding of the job? Do they have complete clarity on their responsibilities and the procedures associated with the role?
 

Quantity of work output

  

This can include, for example, promptness in completing allocated tasks, and their reliability in meeting deadlines.
 

Quality of work

  

How clear and accurate is their work? How much supervision is required? Do they effectively meet their objectives?
 

Planning and organisational skills

  

How effective is the employee’s ability to plan and prioritise their work effectively, coordinate different elements of the work, and delegate where appropriate?
 

Ability to learn and develop

  

The speed at which new duties and/or skills are mastered are key to their capabilities, as is the employee’s perceived willingness to learn new things. Consider additional training if there is a weakness.
 

Paperwork

  

How accurate and timely is the employee in the completion of reports and other relevant paperwork?
 

Communication skills

  

Is the employee’s written (including e-mail) and verbal communications with colleagues, superiors, subordinates and/or customers clear, accurate and effective?
 

Working relationships

  

How good is the quality and effectiveness in both working as a member of a team, and their relationships with colleagues and/or customers?
 

Motivation

  

Is the employee’s level of enthusiasm for his or her work noticeable? And how willing is he/she to take different tasks on board, or make extra effort, when asked?
 

Initiative

  

Check on their ability and willingness to come up with constructive ideas, offer suggestions and take responsibility.
 

Supervisory ability

 

  

Where relevant, how effective is their ability to manage, motivate and lead staff effectively?

 

Performance Ratings

Appraisal schemes should contain a system of performance ratings – a scale on which each employee is graded, based on the factors listed above. A grading scheme might run from 1 to 5, with 5 representing outstanding performance, 3 representing competent performance, and 2 or under representing performance below the required standard.

Where such a system is in place, line managers may find themselves challenged by employees who believe that their ratings should be higher than those awarded. Where there is a difference of opinion, you should discuss with your employee:

  • why the employee was graded at the specified rating, backed up by evidence of how the rating has been arrived at; and
  • why the employee believes that he or she should be more highly graded.

Ask your employee to give specific reasons to justify their belief. You need to be prepared to listen to your employee’s point of view, remaining open-minded about the ratings until the interview has been concluded.

Finally, try to remain positive and supportive throughout the appraisal. Use positive words as much as possible, such as ‘improvement’ and ‘achievement’ rather than ‘failure’ and ‘weakness’. Be aware of your body language so that you don’t alienate your employee. Remind them that you all want to achieve success together – their proactive approach to working to the best of their ability and more helps both the business and them as individuals to have a far more successful future.

If you need any help with carrying out appraisals and performance assessments, do call me on 0118 940 3032 or click here to email me.