Workplace Mindfulness Program for Public Sector Employees

Mindfulness training appears to reduce stress and distress, but little is known about whether its appropriateness as a workplace stress management intervention for a large and distributed public sector workforce.

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This study evaluated a pilot 5-week Mindfulness at Work Program (MaWP) for acceptability, feasibility, and efficacy in relation to stress and related mental health and productivity problems for public sector employees.

The intervention thus appears to have potential merit as a workplace intervention for public sector employees across a range of outcomes. Obtaining informant observations was feasible and while qualitative analyses indicated positive changes that supported self-reported outcomes, quantitative analyses returned ambiguous results. A seven-item scale adapted from a popular self-report mindfulness scale for use by informants showed promise, but further work is needed to establish validity, reliability, and scalability of this method of assessing observable changes following mindfulness training.

Full reference: Bartlett, L. et al. (2017) Acceptability, Feasibility, and Efficacy of a Workplace Mindfulness Program for Public Sector Employees: a Pilot Randomized Controlled Trial with Informant Reports. Mindfulness. 8(639)

Leeds Teaching Hospitals reducing agency spend case study

This case study shares the experience of Leeds Teaching Hospital NHS Trust on how they reduced levels of medical agency spending | NHS Employers

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The Leeds Teaching Hospitals NHS Trust has reduced its medical agency spend by introducing a central deployment service and making effective use of e-rostering to deliver a consistent and professional approach to the deployment of junior doctors.

This case study details the work the trust has carried out, from the medical workforce team working with medical managers, consultants and junior doctors to standardisation of processes. Read up on the steps they took towards improvement and the successes that have been achieved.

Download the full case study here

Reward In The NHS: Good Practice And Innovation Taking Place Across The NHS

In this report, we share the key areas being taken forward and look at how organisations are changing their approach to reward | NHS Employers

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Image source: NHS Employers

This report captures the themes, good practice, and innovation that have emerged from NHS Employers’ Total Reward Engagement Network over the last year. It focuses on key elements of reward and how organisations are changing their approach to reward.

Read the full report here

Compassionate leadership in health care

Caring to change:  How compassionate leadership can stimulate innovation in health care | Kings Fund

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This paper looks at compassion as a core cultural value of the NHS and how compassionate leadership results in a working environment that encourages people to find new and improved ways of doing things.  It describes four key elements of a culture for innovative, high-quality and continually improving care and what they mean for patients, staff and the wider organisation: inspiring vision and strategy; positive inclusion and participation; enthusiastic team and cross-boundary working; and support and autonomy for staff to innovate. It also presents case studies of how compassionate leadership has led to innovation. This work was supported by the Health Foundation.

Download the full report here

Related Kings Fund blog: Compassionate leadership – more important than ever in today’s NHS

Implementing shared decision making in the NHS

Shared decision making requires a shift in attitudes at all levels but can become part of routine practice with the right support, say Natalie Joseph-Williams and colleagues | BMJ

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Adoption of shared decision making into routine practice has been remarkably slow, despite 40 years of research and considerable policy support. In 2010, the Health Foundation in the UK commissioned the MAGIC (Making Good Decisions in Collaboration) programme to design, test, and identify the best ways to embed shared decision making into routine primary and secondary care using quality improvement methods

The learning from MAGIC derives from a variety of sources, including facilitated shared learning events, clinic and consultation observations, interviews with clinicians and patients, patient and public involvement panels, focus groups, and questionnaires. We assessed progress using “plan do study act” data collection tools,monthly project team meetings (including researchers, clinical teams, healthcare organisations, and patient representatives), and an independent evaluation report of phase 1. Here, we draw on our learning from the three year programme and subsequent experience to summarise the key challenges of implementing shared decision making and to offer some practical solutions

Read the full article here

Workforce Planning and Development Tool

Look to the future to fix the workforce today: New resource launched to help you implement a new workforce development plan | Skills for Care

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Developed in partnership with Oxfordshire County Council, Skills for Care is helping employers get to grips with the complexities of workforce planning with the launch of a new online tool.

This tool is designed to help your organisation plan for and implement a new workforce development plan. Complete any of the 9 sections of the tool, and you will receive a free and personalised report based on your answers, and sent direct to your inbox.

In addition to advice and guidance based on your responses, each report contains links to further resources and guidance on the skills for care website.

The tool is available online here

Toolkit to ensure good information is available for people looking to join the healthcare sector

This chapter is all about supporting managers, mentors, JCP advisors, training providers and colleges to provide training and guidance to individuals who are interested in a career within the health sector, or who want to progress their current career in the health sector | Ambition London Toolkit

The chapter is broken down into smaller sections:

  • Section 1 – Confidence Building
  • Section 2 – Job and Programme Search Skills
  • Section 3 – Applying for a Job in the Health Sector
  • Section 4 – Continuing Professional Development
  • Section 5 – Planning for Success
  • Section 6 – Developing Mentor Skills
  • Section 7 – Advanced Learning Loans
  • Section 8 – Career Maps

The full toolkit is available here