improving morale and wellbeing reducing ... - nursing times

Improving Morale and Wellbeing –Reducing sickness absence

Caroline CorriganNational Director of People Strategy

Nursing times Summit4 October 2018

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People Strategy

Improving Staff Health and Wellbeing: Reducing Sickness Absence

Supporting colleagues to create positive workplace cultures

Supporting colleagues to create positive

workplace cultures

1

Creating a people strategy / framework

• National & Clinical strategies

•Work with STP ACS & Devo

•Mapping of activity & Governance

2

Improving morale and well being

•Bullying & Harassment

•Dedicated support to SM Trusts

•Staff Survey

•Sickness Absence

•Violence

3

Improving and streamlining policies and

processes

•Scope Annualised hours project

•Policy standardisation via streamlining boards

4

Raising professional standards

•Talent pipeline development

•Event & awards

•Thought leadership

5

Enabling improvement through core NHSI

programmes

•Model Hospital -Radiology

• Ward to board

•Regional Workforce teams

6

Improving teams and team work

•Codify models of team design

•Scope work with DPIC team to provide support

•Co produce models of performance

management

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Our Work


Improving Morale and Wellbeing –

Reducing sickness absence

To lead the implementation of the national

guidelines on managing wellbeing in accordance

with Stevenson Farmer & Carter recommendations

Improving Morale and Wellbeing – Reducing bullying,

harassment & incidents of violence

To help change the culture of the NHS through the prevention of

and response to incidents where staff feel threatened, vulnerable

and unsafe at work.

Improving People Practices

– Streamlining HR polices &

raising professional

standards

To accelerate improvements in

people process and drive

excellence in people services

Improving People Practices - Collaborative Banks & IT Systems

Applying streamlining principles to create collaborative banks of high

quality staff who can be utilised across regions to maximum capacity

and so ensure safe effective care for patients and reduce agency

spend

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Key statistical evidence base:

The 25:15:60 rule (fixed)

• 25% of absences are self-certified up to 7 days;

• 60% are greater than 28 days;

• The remaining 15% will likely turn into the 60% because…

• If a staff member does not resume within the first week, on average, the duration of the absence will be 6 weeks.

So, address any ‘computer says no’ approaches

• Support, develop and encourage line managers to be approachable and flexible so that their teams feel comfortable to share their concerns for their manager to act upon.

Consider reporting in WTE rather than percentages

• The average full-time member of staff will work 224 days per year (once rest days/weekends, annual leave and statutory and mandatory training are deducted).

• A reduction in days lost due to sickness absence of 700 (for example) therefore equates to just over 3wte more members of staff

Adopting this approach at Norfolk and Norwich University Hospitals resulted in an 11% reduction of sickness absence in 12 months = 27 extra staff available every day


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Workforce Health and Wellbeing Framework


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Programme cohorts


Develop and

share thematic

Interventions:

- Board

Engagement and

Development

- Line

Management

Development

- Develop data

quality standards

All 10 Ambulance

Trusts

12 Improvement Sites:

Implementing and evaluating interventions

such as Fast-Track Occupational Health

Services

15 Trusts facing attendancechallenges in the last year

36 Fast-track engagement via existing Retention Improvement Programme

All Trusts:

Health and Wellbeing Framework, access to thematic interventions, case studies and the resources supplied

and developed during the programme

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An initial analysis of the 60 or so improvement plans received to date reveals some good practice examples:

• Executive Team leading, owning and role-modelling in the Health and Wellbeing space

• Use of flexible working and self-rostering to manage work life balance

• Weight management programmes for staff - WMAS

• Use of social media in a fun and proactive way to promote Health and Wellbeing and share details of the staff support available. Examples of good branding and the use of a bespoke logo to support Health and Wellbeing communications

• Health and Wellbeing Ambassadors or Champions

• Mental Health Support – some great provision in place, including:

• Mental Health First Aid training (or similar – MIND have now launched a comparable programme)

• Trauma debriefs immediately after stressful events

• Stress management programmes (often in-house) = very successful.

• Mindfulness support and training/Self-management of mental health programmes.

• Mindful employer Charter

• Innovative support in place within some Trusts for Women’s health issues and menopause

• “Fast track” referral or access to services – especially Mental Health support and Physio

Our Findings to Date


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Case Study One: Effective Line Management

• Line management four times more likely than any other factor to have impact on health and wellbeing Corporate Leadership Council (2004), Driving Performance

and Retention Through Employee Engagement, Corporate Executive Board

• Empactis has developed an easy to use 24/7/365 absence reporting service which supports staff and improves the collection of unplanned absences

• Instant notifications alert line managers when a team member is unable to come to work; giving them time to react and minimise disruption to services; an interface with the ESR removes the need for line managers to input absence details for pay and reporting purposes

• Software tools help line managers engage with an absent employee and offer them health interventions when they are needed

• Real-time performance indicators and reports reveal how effectively line managers are engaging in the management of unplanned absence


Case Study One: Effective Line Management


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Case Study Two: Responding to an Older Workforce


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Age Profile of Nurses working in the UK workforce, 2007 and 2017

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Thank you for listening#caringforourpeople

Caroline CorriganNational Director of People Strategy

Nursing times Summit4 October 2018

improving morale and wellbeing reducing ... - nursing times

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