MAXIMISING ATTENDANCE AND WELLBEING AT WORK

Transcription

1 AGENDA ITEM September 2011 MAXIMISING ATTENDANCE AND WELLBEING AT WORK Report of Paper prepared by Assistant Director of Human Resources Assistant Director of Human Resources Executive Summary This report contains information on current sickness rates and trends, progress towards actions identified within the Maximising Attendance action plan, and further urgent action required to tackle areas of concern. This action will be focussed on providing further support and assistance to line managers, who are primarily responsible for the day to day management of sickness within their teams and departments. As the UHB moves into a period of unprecedented change and uncertainty, with the potential to further increase sickness rates, there is a clear need to keep staff fit, motivated and present at work. As a result, the strategic wellbeing at work and employee engagement agendas are taking on increased importance. This report seeks to provide assurance to the Workforce and OD Committee that robust management of sickness absence and actions to improve attendance at work remain a high priority within the Divisions and the Workforce and OD Directorate. Maximising Attendance and Wellbeing Page 1 of 22 Workforce and OD Committee

2 Action/Decision required Link to other Board Committee (s) and subcommittees Link to Standards for Health Services in Wales Link to Public Health Agenda Link to UHB Strategic Direction and Corporate Objectives / Legislative and Regulatory Framework Link to relevant evidence base To note the position and actions being taken to manage sickness absence Workforce and OD Committee meeting 31 May 2011 Standard 25 It is now widely accepted that work is good for employee health and can help reduce health inequities. The reduction of staff sickness rates across the UHB is a key priority that is linked to the Service, Workforce and Financial Delivery Plan. Manager support for return to work following long term sickness absence. Guidance. CIPD et al 2010 How to manage your workforce in a recession. Guide, CIPD 2011 Managing long term sickness absence and incapacity for work. Guide to resources. Implementing NICE guidance. CIPD & National Institute for Health and Clinical Excellence 2009 CIPD Annual Survey Report : Absence Management 2010 Maximising Attendance and Wellbeing Page 2 of 22 Workforce and OD Committee

3 MAXIMISING ATTENDANCE AND WELLBEING AT WORK INTRODUCTION At its meeting on the 31 May 2011, the Workforce and OD Committee received a report outlining the profile of sickness absence across the UHB, and the actions being taken to reduce absence in areas with high sickness. The report highlighted the significant investment in time and resource that is given each year to reduce staff sickness absence levels and highlighted the fact that the UHB was the first in Wales to achieve the Welsh Government sickness target of 4.95%. The following information is intended to update the Committee on current sickness rates and trends, and further urgent actions required to tackle areas of concern. The purpose of this report is to assure the Committee of the ongoing focus and priority on robust management of sickness absence and actions to improve attendance at work. FOCUS ON SICKNESS ABSENCE This section of the report summarises for the Committee the latest sickness position. The detailed data relating to sickness absence, and benchmarking across Wales, can be found at Appendix 1. The headlines as they relate to sickness within Cardiff and Vale UHB are: The cumulative rate for the 12 month period to June 2011 is 5.2%, compared to 4.95% in June 2010 On average, staff sickness with Cardiff and Vale UHB for the rolling 12 month period of May 2010 April 2011 was 5.18% This is above the national average of 5.06% for the same period. The current rate of sickness is 0.35% higher than the Welsh Government target of 4.85%. Projections show that the UHB would now need to reduce sickness rates across the board to an average 3.8% in order to achieve the national target. Maximising Attendance and Wellbeing Page 3 of 22 Workforce and OD Committee

4 Sickness is highest among unqualified staff in the lowest pay bands, Band 1, 2 and 3 The top reasons for sickness absence continue to be musculoskeletal problems which account for 20.78% of total absence and stress, which accounts for 18.59%. Long term sickness accounts for 48% of current absence within the UHB. ACTIONS TO MAXIMISE ATTENDANCE Effective absence management involves finding a balance between providing support to help employees with health problems to stay in, and return to work, and the need to take firm and consistent action against employees that are perceived to try to take advantage of the UHB s occupational sick provisions. The available research and literature tells us that the most common and successful approaches to managing short term absence include return to work interviews, use of trigger mechanisms for managing sickness, and information and skills for line managers. For long term absences, occupational health involvement is also key, along with return to work interviews and disciplinary for unacceptable absence [CIPD 2010]. The UK Government has stated its intention to reduce the number of people on long term sickness, and central to its plan will be the need for organisations to do more to encourage more people to return to work, and to respond to short term absence through job and role flexibility etc. The Senior Operational HR Team met recently as a result of concerns over continuing high sickness rates. The Senior Team reflected upon the view of the Chartered Institute of Personnel and Development (CIPD) that high levels of sickness absence within the NHS require both action to drive up the quality of people management across the health service, and to improve absence management policy and practice, and given the fact that line managers, and not HR, take primary responsibility for managing the absence of staff within their teams and departments, the Senior Team agreed that more must be done to support and enable line managers to discharge their responsibilities effectively : Maximising Attendance and Wellbeing Page 4 of 22 Workforce and OD Committee

5 Communicate and engage with line managers on the benefits of managing sickness proactively and effectively ie. to job satisfaction, improved morale and valuing staff. Improve the tools and guidance available to line managers to support management of absence on a day to day basis in light of shrinking available HR capacity to directly assist. Provide Directorate Managers with more advice and information on current sickness management practice in their Departments and Services. Improve training for line managers to include advice on the behaviours that they display when managing sickness, and particularly on managing an individual s return to work, which evidence suggests are vital to ensuring a successful return to work, and to the individual remaining in work [CIPD 2010]. As a result, the following action is being taken: Introduction of spot check / adhoc sickness audits (a different approach to sickness audits), to give greater capacity for a more widespread programme of audit checks. All sickness tools and information will be collated and made available to line managers in one place on the intranet, with the possibility of a direct link from the home page. This information will include promotion of the importance of Return to Work interviews, and model sickness action plans for tackling areas with high sickness. Increase targeted training for line managers with responsibility for sickness management, particularly in cases of hotspots and / or where a line manager has not received any refresher training in the past 2 years. Training will incorporate the CIPD s Competency Framework for Managers to Support Return to Work [CIPD 2010]. A review of existing return to work / rehabilitation processes, following concerns raised through Divisional Teams, to address a growing expectation that all individuals who take sick leave are entitled to a phased return to work following sickness. A review of all long term sickness cases to ensure they are being managed in accordance with the policy, and that all options to facilitate an earlier return to work have been identified. Maximising Attendance and Wellbeing Page 5 of 22 Workforce and OD Committee

6 STRATEGIC APPROACH TO WELLBEING AT WORK FOR INFORMATION Ensuring the wellbeing of employees, keeping them fit and motivated during difficult times is paramount to avoiding a further loss of efficiency as pressure and stress on staff increases, and behaviours and performance suffer as a result. An increased focus on employee wellbeing and health promotion is required, and the UHB has employed a number of strategies in seeking to develop and progress this agenda. Led by the Health and Wellbeing Steering Group, the range of initiatives introduced include achievement of Gold Corporate Health Standard, and promotion of initiatives such as the recent Fitness Champions Programme, and Cycle Training. Work is ongoing with the Director of Public Health to achieve platinum status, part of which includes the introduction of a UHB wide No Smoking Policy. The Steering Group also promotes work such as the new Mindful Employer charter which the UHB has recently signed up to, promoting a positive attitude to mental health issues within the workforce. In addition, the Occupational Health (OH) and Employee Wellbeing (EWB) Services also play a major role supporting the UHB in maintaining and improving workplace health and in reducing sickness absence, and discussions continue with regard to the development of a regional occupational health service. The UHB has put a fast-track physiotherapy service for staff into the Occupational Health Department, with the aim of supporting staff experiencing musculo-skeletal problems and preventing the need to take time away from work. In 2010/11 the OH Physiotherapy service saw the number of new patients increase by 48% over the numbers seen in With stress cited as the main reason for absence, and the potential for cases of stress and anxiety to increase as the UHB moves into a period of unprecedented change and uncertainty, the Employee Wellbeing (EWB) Service offers support to individuals through the Employee Assistance / Counselling Service. This service has seen year on year increases in the numbers of referrals. In the financial year 2010 / 2011 the EWB Counselling service received an average of referrals per month. There is also a psychological referral service available to managers. The EWB also runs the Psychological Education Service where the counsellors operate a rolling program of psychological education open to all staff and managers with bi-monthly Stress Resilience and Cognitive Maximising Attendance and Wellbeing Page 6 of 22 Workforce and OD Committee

7 Behaviour Therapy for Assertiveness courses alternating; and the Organisational Health Service with the Lead Clinician for Organisational Health conducting Organisational Health Reviews in areas that self-refer or are identified through a quarterly stress mapping exercise. Further actions to promote the strategic agenda include: A benchmarking exercise is underway to indentify good practice in absence management in other NHS organisations and beyond. Contact has been made with three organisations, Leicester NHS Trust, Southampton University Hospitals Trust and York Hospitals, to request information on schemes of interest. A review of information currently available to staff to advise of the sickness policy and practice, and of the support available to assist them back into work. Preparation for the launch of the UHB s Flu Immunisation Programme, as a means to mitigate against the impact of seasonal flu. The immunisation training programme has begun. A boost for activities to maintain employee engagement, to find creative, non financial ways of motivating employees and recognising their commitment and achievements. MAXIMISING ATTENDANCE ACTION PLAN In May 2011, the Committee received and approved the UHB s Maximising Attendance action plan for 2011/12. An updated version of the action plan is attached to this report at Appendix 2. The action plan has been updated to reflect progress made towards delivery of key objectives. The Committee is asked to note the progress made. CONCLUSION The picture presented, by the statistics, of sickness within the UHB is not encouraging. Line Managers and operational HR teams are facing a significant challenge in tackling everyday absence levels across the UHB in addition to an increasing workload. The prolonged impact of continuing financial pressure, restrictions on recruitment to vacancies and covering absences, and uncertainty created by significant organisational change has created an organisational context within which sickness has the potential to increase rather than reduce. Maximising Attendance and Wellbeing Page 7 of 22 Workforce and OD Committee

8 On the otherhand, research points to the potential for sickness rates to decrease as the UHB prepares to enter a new phase of austerity and change. With this environment comes a risk that increased concerns regarding job security may lead staff to struggle into work when unwell. The issue of presenteeism can have an equally damaging effect on productivity and efficiency, as not only are staff less likely to be efficient, and more prone to mistakes when unwell, but they also pass on their illness to work colleagues (and potentially patients and visitors). The role of the line manager is therefore key to the UHB s ability to manage down sickness rates, and actions of the WOD Directorate will focus on ensuring they are adequately equipped to support their staff whilst in work, to identify changes in individual behaviours and performance, and to ensure staff are provided with the appropriate advice and support available to keep them fit and healthy whilst in work. At the same time, the strategic wellbeing at work and employee engagement agendas will take on increased importance, as the UHB strives to engage with, and raise the morale of, staff in work; to maximise their attendance and productivity, and to elicit further willingness to go the extra mile during such difficult times. RECOMMENDATION The Committee is asked to: NOTE the position and actions being taken to manage sickness absence Maximising Attendance and Wellbeing Page 8 of 22 Workforce and OD Committee

9 IMPACT ASSESSMENT Health Improvement Workforce Education and Training Financial Legal Equality Environmental Initiatives contained within the action plan support improvement in the health and wellbeing of staff. Implementation of the Sickness Policy ensures that staff are treated fairly and consistently. Failure to return to work has been linked to poorer health outcomes for employees and further lapses into long term ill health. Implementation of the policy will be fully supported by comprehensive training and coaching for managers. The training provided will be revised in line with the need to focus on skills and behaviours of line managers. Implementation of the Sickness Policy and Action Plan will support the financial plan by reducing staff replacement costs. Application of the Sickness and Absence Policy is fully compliant with current employment legislation. The Sickness and Absence Policy has been equality impact assesses both on an All Wales and UHB basis. Further initiatives to manage sickness will be subject to assessment as appropriate. N/A RISK ASSESSMENT Clinical/Service Financial Reputational Continued high sickness rates put services at risk. Effective management of staff sickness helps to sustain the provision of high quality patient care. Non achievement of sickness targets will have an adverse effect on the Health Board s financial plan. The Health Board is committed to ensuring that staff are supported to prevent them taking sick Maximising Attendance and Wellbeing Page 9 of 22 Workforce and OD Committee

10 leave where possible and that they are dealt with fairly and consistently in the implementation of the Sickness Policy. Risk of failure to hit the Welsh Government sickness targets for 2011/12. Acronyms and abbreviations ESR Electronic Staff Record WG Welsh Government CIPD Chartered Institute for Personnel and Development OD Organisational Development HR Human Resources OH Occupational Health EWB Employee Wellbeing Service CONSULTATION AND ENGAGEMENT TU Representatives are actively involved in the development of the Maximising Attendance action plan and training and are also involved during the practical implementation of the Sickness Policy. SOURCES OF INFORMATION WG sickness targets Electronic Staff Record NHS Wales Focus on Sickness Report July 2011 Manager support for return to work following long term sickness absence. Guidance. CIPD et al 2010 How to manage your workforce in a recession. Guide, CIPD 2011 Managing long term sickness absence and incapacity for work. Guide to resources. Implementing NICE guidance. CIPD & National Institute for Health and Clinical Excellence 2009 CIPD Annual Survey Report : Absence Management 2010 Healthcare People Management Excellence in Human Resource Management Awards Compendium 2011 Maximising Attendance and Wellbeing Page 10 of 22 Workforce and OD Committee

11 Appendix 1 CARDIFF AND VALE UHB SICKNESS DATA The system of reporting and recording sickness within ESR means that the information on sickness rates is approximately 6 weeks out of date when it becomes available. This will be addressed in time by the roll out of ESR Manager Self Service and Rosterpro. At the May 2011 meeting, the Committee received information on the cumulative rate of sickness to February The rates of sickness in February 2011 were following the predicted annual cycle of increased sickness absence through the winter months, which had presented considerable challenges to staffing levels with a high incidence of cold and flu absences. The latest figures available, to June 2011, show that the UHB is no longer following the seasonal trend, and the rates are remaining at winter levels. In some cases, rates are returning to the highest they have been since the very worst winter months. Overall, the rates are significantly higher (ave. 0.5%) than those for the same period 12 months ago. The cumulative rate for the 12 month period to June 2011 is 5.2%, compared to 4.95% in June Maximising Attendance and Wellbeing Page 11 of 22 Workforce and OD Committee

12 COMPARISON / BENCHMARKING DATA [Taken from the NLIAH Focus on Sickness Report July 2011] On average staff sickness rate for the rolling 12 months (May 2010 Apr 2011) for NHS Wales is 5.06%. The average rate for NHS organisations in England is 4.4%, 0.7% lower than Wales. In England Ambulance Trusts were found to have higher rates with the average at 5.9%, as were Mental Health and Learning Disability Trusts, at 5.2%. Across NHS Wales the picture varies significantly between organisations with sickness rates ranging between 3.32% and 6.59%, as shown in the table below. Organisation % FTE Days Sickness Abertawe Bro Morgannwg University LHB 5.25% Aneurin Bevan LHB 5.33% Betsi Cadwaladr University LHB 4.58% Cardiff & Vale University LHB 5.16% Cwm Taf LHB 5.41% Hywel Dda LHB 4.85% Powys Teaching LHB 4.46% Public Health Wales NHS Trust 3.32% Velindre NHS Trust 3.58% Welsh Ambulance Service NHS Trust 6.59% Wales Grand Total 5.06% Reasons for Absence The top three reasons for sickness absence continue to be stress, musculo skeletal and surgery. The CIPDs annual absence survey 2010 found the main causes of short term absence are minor illnesses such as colds, flu and stomach upsets. Stress and musculoskeletal disorders and home and family responsibilities are the next biggest causes of absence. The Boorman review found that 45% of NHS sickness is due to musculoskeletal disorders and just over 25% to stress, depression and anxiety. Within in NHS Wales stress and anxiety account for approximately 27% and a further 28% of sickness is recorded as muscular skeletal and back problems. The proportion of sickness Maximising Attendance and Wellbeing Page 12 of 22 Workforce and OD Committee

13 absence attributable to colds and flu fluctuates from 4% in the summer months to over 13% in the autumn and winter. Across NHS Wales 36% of all absences are recorded as unknown or other. Whilst this position has improved a number of organisations still have significant work to do in fully recording absence reasons data. UHB SICKNESS HOTSPOTS Across the UHB, sickness rates vary significantly between Departments and Directorates. As previously advised to the Committee, the top ten UHB and Divisional hotspot areas of high sickness are reviewed on a monthly basis, and are subject to scrutiny and support from the Divisional HR teams. Hotspot reporting is a simple means of flagging areas of growing concern and prioritising resource to assist the local management team in tackling these issues. Comparison between the top ten sickness hotspots in February 2011, as reported to the May 2011 Committee, and the hotspots in June 2011 show that (at Directorate level reporting) there are a number of areas which continue to achieve high levels of sickness on a sustained basis: Jun-11 % WTE Sickness Older Persons 10.61% Patient Experience 9.86% Localities Cardiff North West 9.33% Critical Care 8.50% OPAIC Directorate 7.81% Unscheduled Care 7.36% Estates 7.36% Nephrology & Transplant 7.09% Outpatients, Patient Admin Services & Clinical Coding 6.87% Anaesthetics, Theatres, SSSU Day Surgery & Endoscopy & Sterilisation Services 6.55% Within each Directorate, there will be departments and teams carrying high incidence of sickness, in many cases of long term illness, which are affecting the rates for these areas. It has been confirmed that each area has a sickness action plan in place, and is employing a range of actions in an attempt to manage sickness rates down. These actions include: Maximising Attendance and Wellbeing Page 13 of 22 Workforce and OD Committee

14 Audits of sickness management practice and compliance with policy Proactive support to manage difficult or long term cases in line with policy Targeted training and education of managers Sickness surgeries to provide additional support in managing absence and other employee relation issues. Some analysis has also been undertaken of further data related to rates of absence across the UHB, including profile by banding, age, and also staff group. This analysis has been useful in identifying further hotspots where there is a need to delve deeper to understand the culture and attitudes to sickness amongst these staff groups. These staff groups include estates and ancillary staff, unqualified nursing, and medical staff, where sickness is disproportionately high. It also shows that absence levels are increasing by age. Sickness by Age Sickness Rates vs Staffing Levels by Age Band 9.00% 16.00% % Sickness 8.00% 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% % Sickness Staffing 14.00% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% % Staffing 0.00% 0.00% Under Over 70 Age Band Age % Sickness % Staffing Under % 0.42% % 6.95% Maximising Attendance and Wellbeing Page 14 of 22 Workforce and OD Committee

15 % 12.11% % 12.64% % 12.81% % 14.36% % 15.09% % 11.98% % 8.63% % 4.25% % 0.73% Over % 0.04% Grand Total 5.17% Sickness by Pay Band 10% 9% 8% 7% Sickness Rates vs Staffing Numbers by Pay Band % Sickness % Staffing 20% 18% 16% 14% % Sickness 6% 5% 4% 3% 2% 1% 12% 10% 8% 6% 4% 2% % Staffing 0% 0% Band 1 Band 2 Band 3 Band 4 Band 5 Band 6 Band 7 Band 8a Band 8b Band 8c Band 8d Band 9 Jnr. Med. (Training) Med. (Non-Training) Consultant VSM Non-AfC % Sickness % Staffing Band % 3.60% Band % 16.85% Band % 10.83% Band % 8.26% Band % 19.02% Band % 18.22% Band % 8.85% Band 8a 1.63% 1.83% Band 8b 2.00% 1.31% Band 8c 2.52% 0.49% Band 8d 0.57% 0.38% Band % 0.06% Junior Medical (Training) 1.07% 5.28% Maximising Attendance and Wellbeing Page 15 of 22 Workforce and OD Committee

16 Other Medical (Non-Training) 3.20% 0.95% Consultant 1.35% 3.64% VSM 0.56% 0.23% Non-AfC 6.34% 0.22% Sickness by Staff Group Sickness vs Staffing by Staff Group % Sickness 9% 8% 7% 6% 5% 4% 3% 2% 1% % Sickness % Staffing 35% 30% 25% 20% 15% 10% 5% % Staffing 0% 0% Add Prof Scientific and Technic Additional Clinical Services Administrative and Clerical Allied Health Professionals Estates and Ancillary Healthcare Scientists Medical and Dental Nursing and Midwifery Registered Students Unqualified Nursing % Sickness % Staffing Add Prof Scientific and Technical 5.48% 5.41% Additional Clinical Services 4.85% 7.00% Administrative and Clerical 4.59% 17.74% Allied Health Professionals 2.78% 5.73% Estates and Ancillary 8.36% 9.04% Healthcare Scientists 3.17% 2.92% Medical and Dental 1.39% 9.35% Nursing and Midwifery Registered 5.17% 29.28% Students 4.00% 0.12% Unqualified Nursing 8.19% 13.41% The data available clearly demonstrates that the UHB has a number of sickness hotspots which require targeted action in order to improve health, wellbeing and attendance at work. These include: Unqualified staff in the lowest pay bands, Band 1, 2 and 3 Estates and ancillary staff Medical staff Maximising Attendance and Wellbeing Page 16 of 22 Workforce and OD Committee

17 Staff within the age group of Notes Staff Group Definitions used in ESR Additional Professional Scientific & Technical: Chaplains, Psychologists, Pharmacists, Theatre Practitioners, Medical Photographers, Medical Technical Officers (Pharmacy, Medical Physics, Clinical Engineering) Additional Clinical Services: Medical Laboratory Assistants, Phlebotomists, Cytoscreeners, Dental Surgery Assistants, Therapy Helpers and Technicians, Administrative and Clerical: Ward Clerks, Receptionists, Secretaries, Senior Managers Allied Health Professionals: Therapists (Art Therapy, Occupational Therapy, Physiotherapy, Podiatry, Dietetics, Speech Therapy), Orthoptists and Radiographers Estates and Ancillary: Maintenance staff, Painters, Electricians, Catering and Housekeeping staff, Porters and Telephonists Healthcare Scientists: Clinical Scientists, Biomedical Scientists, Perfusionists, Physiologists Medical and Dental: Consultants, junior medical staff in training and staff grade (non-training grade) doctors Nursing and Midwifery Registered: Staff nurses, Midwives, Ward Managers, Nurse Consultants, Clinical Nurse Specialists Unregistered Nursing: Healthcare Support Workers, Play Specialists, Nursery Nurses Maximising Attendance and Wellbeing Page 17 of 22 Workforce and OD Committee

18 APPENDIX 2 MAXIMISING ATTENDANCE ACTION PLAN 2011/12 Interim Progress Report Aims & Actions Identify capacity that can be released with Internal Audit. Divisional HRMs to agree how audits will be prioritised on an ongoing basis. Agree revised audit process. Agree revised format for audit reports. Progress Decision not to use internal audit for sickness audits as process different. Ongoing. Agreed process implement random samples to increase number of audits undertaken. As above. To achieve the sickness target prescribed by the Welsh Assembly Government. Target 4.88%. Current cumulative rate is 5.2%. Communicate the current and revised WAG target of 4.85% for 1 st November throughout the UHB. Advise that both targets and the management of sickness should be explicit within all managers objectives. Set Divisional targets within UHB and communicate. Monitor and improve sickness reasons reporting in line with WAG target. Communicated at WEG and by in April HRMs to promote. Divisional Managers also had this plan implemented. Done at WEG and by . Periodic monitoring has improved. Will also be picked up at revised audit. To ensure robust performance management of sickness absence. Maximising Attendance and Wellbeing Page 18 of 22 Workforce and OD Committee

19 APPENDIX 2 MAXIMISING ATTENDANCE ACTION PLAN 2011/12 Interim Progress Report Aims & Actions Progress Use all audit reports to identify and respond to poor performance. Inform Directorate Manager and Lead Nurse of sickness rates and audit reports on a monthly basis. Support Directorate Managers/Lead Nurse with Sickness Panels where appropriate. Include Divisional Sickness Management as a standing agenda item on WEG. Develop a standard report for reporting Divisional sickness rates for WEG. Ensure sickness data/performance management is included with Directorate Business Meetings. On going. On going. On going. Will increase now that revised audit has been implemented. On hold pending introduction of new Operational Management Group and Divisional Performance meetings. This has been deferred to November On going. Sickness data is fit for purpose and is produced in the most efficient way. Review current sickness data Currently being reviewed aim to reports to determine whether there produce one standard report for all. is a more efficient way of producing them. Sickness reports are sent to Divisions on a monthly basis for information and action. On going. All Managers are familiar with new Sickness Policy and its applications. Maximising Attendance and Wellbeing Page 19 of 22 Workforce and OD Committee

20 APPENDIX 2 MAXIMISING ATTENDANCE ACTION PLAN 2011/12 Interim Progress Report Aims & Actions Develop in partnership new training to reflect the new policy. Progress Agreed and implemented in July Deliver pilot training to full launch. Implemented in June Ensure all managers and trade union reps attend refresher training in line with guidance. Use audits as an opportunity to ensure managers are aware of new policy and its implications. Implement any changes to following WAG review. Update and produce laminated sickness guides for staff. On going. On going. Awaiting directive from WG. Due to be printed in August Occupational Health provides a service to both staff and Managers which supports and facilitates a reduction in sickness absence. Provide further promotion of staff Physiotherapy Service to ensure maximum use of resource. To report DNA rates on a quarterly basis for booth Occupational Health and Physiotherapy Service. Identify actions that will reduce the DNA rates at both Occupational Health and Physiotherapy Service. Develop reporting mechanism for referral to treatment time (new WAG target). Presentation at next Maximising Attendance Group will review action then. Progress report to be presented at next Maximising Attendance Group meeting in October 2011 This will be discussed as part of the above report N/A. Maximising Attendance and Wellbeing Page 20 of 22 Workforce and OD Committee

21 APPENDIX 2 MAXIMISING ATTENDANCE ACTION PLAN 2011/12 Interim Progress Report Aims & Actions Provide Flu immunisation for UHB staff to improve on 2010/2011 uptake. Progress Nicola Bevan to take forward this autumn. Corporate Health Standard The Public Health Steering Group is leading the UHB s bid for Platinum (separate Action Plan). Sarah Morley is currently leading on this. To ensure Sickness Reasons are reported within Divisions and a periodic analysis of the data is undertaken. Monitor sickness reasons data within Divisions and report at WEG. WEG under review. Sickness reasons periodically presented within divisions. To undertake research studies identify whether specific factors impact on staff sickness rates. Identify if there is any correlation between sickness rates and 1) leadership, 2) effective teams. Liaise with EWS to identify where stress resilience training may have the greatest impact on reducing stress related sickness. Evaluate effectiveness of stress resilience training. Ensure counselling is promoted to staff suffering with stress/anxiety. Deferred to December Clare Wright undertakes regular statistical analysis to identify hotspot areas. This is then followed up with discussion with HR and Directorate Managers to indentify next steps and appropriate interventions. This is undertaken after each intervention and is fed back to Directorate/Ward. Managers and HR Staff regularly promote this service, particularly at sickness interviews in an attempt to expedite a return to work. Maximising Attendance and Wellbeing Page 21 of 22 Workforce and OD Committee

22 APPENDIX 2 MAXIMISING ATTENDANCE ACTION PLAN 2011/12 Interim Progress Report Aims & Actions Identify options for using Roster Pro data for providing live sickness information to enable more responsive targeting of sickness hotspots. Progress System currently under development. Presentation given at Maximising Attendance Group to demonstrate future capabilities. Maximising Attendance and Wellbeing Page 22 of 22 Workforce and OD Committee