Health and wellbeing as part of the reward offer

NHS Employers
Northumbria Healthcare NHS Foundation Trust has taken positive action to support the health and wellbeing of its staff through its reward offer.

This case study looks at the importance of communicating the entire reward offer to potential and existing staff, how the approach had been embedded in HR processes and the targeted approach to health and wellbeing.

As a result, there has been a positive impact in what staff think about the trust and there has been a reduction in short-term absence

 

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Using mobile app technology to reduce agency spend

NHS Employers
This case study describes how Chelsea and Westminster Hospital NHS Foundation Trust has significantly reduced their agency spend by developing an app which allows locums to easily self-roster.
iphone-410311__340LocumTap has increased bank use from 30 to 70 per cent, is saving the trust approximately £40,000 a month for junior doctor shifts alone and is improving morale, recruitment and retention.

The future of the mental health workforce

 The future of the mental health workforce | Centre for Mental Health

This report is based on insights from service users, carers and professionals and outlines a list of recommendations for a sustainable mental health workforce.

It emphasises the importance of prevention, including the role of GPs in supporting people before they reach crisis point. It describes commissioning of mental health services as in “crisis” with a “shrinking workforce, growing expectations and exhausting demands” putting pressure on staff across the country.

The report makes 22 recommendations for policy, practice, education and training, highlighting 4 key calls to action:

  1. For mental health careers to be promoted in schools and colleges: to build on growing awareness and understanding about mental health to encourage young people to aspire to work in the sector when they’re considering their career choices
  2. For all mental health service providers to support the mental health and wellbeing of their staff: to become ‘compassionate organisations’ that care for the people who work in them
  3. For mental health workers to get training in the skills they will need in the future, including in coproduction, community engagement and psychological interventions
  4. For people to be able to build their careers more flexibly, working in a range of different settings and sectors, and taking on new roles as they get older

Download the full report: The future of the mental health workforce

Getting into shape: Delivering a workforce for integrated care

This paper focuses on the structural barriers to delivering integrated care. It studies issues such as the medical labour market, devolved workforce planning and pay, and professional boundaries | Reform

reform

Image source: Reform

The Government is rightly committed to a radical reshaping of NHS delivery, based on a shift to new care models and treatment in the community. Its management of the NHS workforce, however, has not delivered with nearly three times more doctors, and four times more nurses in the acute sector than in the community. Since 2009, the number of consultants has risen by nearly a third, whilst the number of GPs has fallen.
Freedom of Information requests made for this report found that, across 61 acute trusts, only 6 per cent of consultants work in the community for at least one session per week.

As the Government and the NHS leadership have repeatedly said, the priority for the NHS is to increase its speed of innovation. To do this, the NHS is rightly seeking to devolve decision-making and to deregulate. For the workforce, however, policy remains highly centralised and tightly regulated. This paper shows how to bring the same reform ideas to the workforce as the NHS is applying to other areas.