HEALTH & WELLBEING, REDUCING SICKNESS ABSENCE IN OUR WORKFORCE CAROLINE FOX, DIRECTOR OF HUMAN RESOURCES AND ORGANISATIONAL DEVELOPMENT

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1 MEETING: AGENDA ITEM: SUSSEX COMMUNITY NHS TRUST BOARD ENCLOSURE: J DATE: 25 APRIL 2013 REPORT TITLE: REPORT FROM: PURPOSE: HEALTH & WELLBEING, REDUCING SICKNESS ABSENCE IN OUR WORKFORCE CAROLINE FOX, DIRECTOR OF HUMAN RESOURCES AND ORGANISATIONAL DEVELOPMENT TO SEEK THE BOARD S SUPPORT FOR THE PROPOSED HEALTH AND WELLBEING ORGANISATIONAL MODEL AND NOTE THE DIRECT RELEATIONSHIP BETWEEN HEALTH AND WELLBEING WITH SICKNESS ABSENCE Key Messages for the Board To inform the Board of: INFORMATION DECISION APPROVAL ASSURANCE X X The national context, evidence and drivers to support health and wellbeing of our workforce The work to date related to the staff survey results (2011 and 2012) The proposed model of improve the health and wellbeing of staff SCT, and reduce sickness absence Further ideas and recommendations for action and evaluation Issues for Decision/Recommendation The Board is asked to: Give approval to the proposed organisational model for supporting health and wellbeing Support the steps and outcomes for the locally sensitive decreasing sickness absence targets and trajectories. Set the organisational sickness absence target at 4% overall. Board Assurance Framework SR3.2 SR3.3-1 T:\Governance\Board\2013 Board and Board Seminar\Board meeting papers 2013\25th April 2013\Public\J- HEALTH&WELLBEING - REDUCING SICKNESS ABSENCE.doc\74.12_StaffHealthandWellingReducingSickness April 2013.doc

2 CQC OUTCOMES 12 - Requirements Relating to Staffing 13 - Staffing 14 - Supporting Staff Has the paper been Equality and Diversity assessed? Y Committee/Director approval Committee/Director Caroline Fox, Director of Human Resources and Organisational Development Date reviewed T:\Governance\Board\2013 Board and Board Seminar\Board meeting papers 2013\25th April 2013\Public\J- HEALTH&WELLBEING - REDUCING SICKNESS ABSENCE.doc\74.12_StaffHealthandWellingReducingSickness April 2013.doc

3 Health & Wellbeing / Reducing sickness absence in our Workforce Trust Board 25 April 2013 Caroline Fox, Director of Human Resources & Organisational Development 1

4 Contents - National Context - Supporting Evidence / Key Success Factors - Trust Sickness Rates - Staff Survey Actions and outcomes (2011) - Staff Survey Results (2012) - Proposed Organisation Model for Health and Wellbeing - Ideas and Recommendations - Summary of themes, key enablers, targets - Next Steps 2

5 National Context 10.7 days per year per NHS employee ( = 10.3 million working days per year), compared to 9.7 in the wider public sector, and 6.4 days in the private sector Main cause of NHS sickness; MSK and stress Direct cost to the NHS < 1.7billion a year Use of Bank and Agency to cover adds another 1.45billion NHS target = 3.4% (most Trusts 4% 5%) 3

6 Supporting Evidence / Key Factors for success Supporting Evidence NICE Public Health (NHS Staff Health Improvement Project 2013) NHS Employers (Generating Savings by improving health and wellbeing: Experiences in NHS Trusts 2011) Marmot Review (Fair Society, Healthy Lives 2010) Boorman Report (NHS Health & Well-being Review 2009) Black Report (Working for a Healthier Tomorrow 2008) Key Factors for success Board engagement and champion Tackling Obesity Physical environment & building design Smoking Cessation Focus on Long Term Sickness Promoting mental wellbeing 4

7 What causes sickness? Workplace Factors; -Environment -Work patterns Health and Lifestyle; Attitudinal and workplace stress factors; -Satisfaction level - Escaping difficult environment Domestic Factors - Smoking - Alcohol - Chronic illness -Conflicting demands -Relationship pressure / concerns domestically 5

8 SCT Monthly Sickness April % May % June % July % Aug % Sep % Oct % Nov % Dec % (6.2% previously reported, further management information received) Jan % (6.2% previously reported, further management information received) Feb % (Feb %, however data validity queried) 6

9 Staff Survey Actions & outcomes (2011) (1) Action plan focussed on Stress and work pressure Revision of Psychological wellbeing policy to incorporate group stress assessment complete Revise bullying and harassment policy complete Introduce in-house mediation service Provide stress training Pilot provision of in-depth training in stress awareness and prevention Introduce NICE compliant support to staff (e.g. Time to Talk) Develop a culture of high quality supervision Increase access to video conferencing Run programme of wellbeing sessions for staff Run month health promotion in Trust Talk continues Harmonise work/life balance policies complete Develop / launch pack for managers for signposting - partial Remove bottlenecks in Recruitment - partial 7

10 Staff Survey Actions & outcomes (2011) (2) Action plan focussed on Communication and Satisfaction All staff to have SCT ID badge complete All staff access to regular trust-wide communication continues Assess feedback from count me in Ensure change is managed effectively Formally recognise the contribution of staff through awards continues Improve exit interview intelligence and use the results continues Contributing and Supporting work areas Leadership Development Appraisal Violence and Aggression QIPP wellbeing plan Education and Training Health and Safety 8

11 Staff Survey Results (2012) (1) Vital signs scores are 7 questions used by the DH/NHS Commissioning Board to gauge staff satisfaction. 6 / 7 scores are better than the sector average with 1/ 7 being equal to sector average. Staff agreeing with the following statements SCT score Sector average score Satisfied with the recognition they get for good work. Satisfied with the support from immediate manager. Satisfied with the freedom to choose their own method of working. Satisfied with the support they get from colleagues. Satisfied with the amount of responsibility they are given. Satisfied with the opportunities they are given to use their skills. Satisfied with the extent to which the organisation values their work

12 Staff Survey Results (2012) (2) Deterioration in 2 areas; Staff suffering work related stress, an increase from 32% to 41% ( against an average of 40% for comparable organisations). However, responses to questions relating to the Health and Safety Executive (HSE) workplace stress indicators show an improvement. A reduction in staff receiving health and safety training from 82% to 76%. Theme 3. Support and opportunity to maintain health, well-being and safety. Year on year change to SCT scores (2011 to 2012) 4 no change 2 worsened 1 improved SCT scores compared with average scores for all Community Trusts 7 the same 2 better 2 worse 10

13 Proposed Organisational model for Health & Wellbeing Staff Consultations Focus Groups Staff Survey Informal Feedback Health Champions HR Comms H & W Lead (Chair) Health & Wellbeing Champion (Director of HR and OD) Visibility Accountability Health & Wellbeing Board Staff Reps OH Volunteers Operations Lead Review Develop Partnerships Internal Comms Ensuring Policy is cascaded Co-ordinator & reporting role to Board Management of action plan Management of initiatives Voice of staff in decision making Engaging staff Advice on consultation & initiatives Staff benefits Develop OH service & policies Support/ liaise with delivery partners Cascade message Link with external initiative Support the underpinning principles Delivery Temperature Testing Raise areas to be tackled Operations Support Finance & ICT 11

14 Role of Managers - HR to train and support Operational Managers in the cascade of management and support to staff - Provide confidential telephone helpline Occ Health / Employee Assistance Programme - HR / Operational Manager to promote benefits and use of mediation to mangers and staff - Engage senior managers on the train and support of line managers how they can promote mental awareness -Ensure Return to Work interviews are undertaken - Continue HR Audits and confirm action plans / areas for focus with managers to address - Identifying and preventing workplace bullying 12

15 Further ideas & recommendations Time to Talk for staff Staff Smoking Cessation Stress-buster classes Sleep classes Mindfulness training Health Champions with vocational qualifications The Pulse how s yours?! MIND Mental Health for Managers Staff Benefits in Groupon-esque style Fitter for Health supported by volunteers / Board, leading by example! 13

16 Further Ideas & Recommendations cont d Begin at the beginning through induction Reward Incentive culture of reward Trust Talk Health Programme (local/national aligned) SCT Top Ten Health Tips Return to Work interviews Introduce Thank you cards EVALUATION Regular reports to the Board Regular review of progress (incl Benchmarking) Review / Amend policies Review and refine well-being service provisions 14

17 Summary of overarching themes and key enablers - Embed organisational values and approach - Engaged Board involvement - Assessing staff need and staff engagement - Through all governance infrastructure - Ensure strategy and data reporting - Use identified resources - Communication - Involving Managers - More action post planning 15

18 Targets - To be Locality / Specialty sensitive - All directorates on a decreasing trajectory - Trust average of 4% - and sustained - Monthly monitoring in performance reviews (with connection to appraisal) - Savings calculated from target and clear in Business Plans 16

19 Next Steps - Stage 1 Confirm baseline data (by end Apr 13) - Identify and examine organisational hotspots - Review main causes - Identify and review secondary costs - Review current management policies & wellbeing provision - Stage 2 Strategic Options for management (by end Q2 2013/14) - Reduce underlying causes - Make links for managers and staff - Maximize health and wellbeing services - Improve provision - Change culture - Control costs - Stage 3 Evaluate (by end Q4 2013/14, via HR OD Committee) 17