Employee Health and Wellbeing Strategy

Transcription

1 Employee Health and Wellbeing Strategy March 2015

2 Introduction 1.1 NHS Hull Clinical Commissioning Group (Hull CCG) recognises the contribution of its employees and is committed to providing good working conditions and health and safety standards beyond the basic standards set out in the Health and Safety at work Act The CCG aims to be a healthy organisation with engaged and positive employees who recognise the CCGs commitment to their health and wellbeing. 1.2 The NHS Constitution includes a commitment to Provide support and opportunities for staff to maintain their health, well-being and safety. This commitment remains as strong now as it did when the NHS Constitution was launched in January Hull CCG wants to make this commitment a reality for all their employees. 1.3 There is strong evidence that shows that NHS organisations that support the health and well-being of their staff achieve a range of positive outcomes. The NHS Health and Wellbeing Review (Boorman Review November 2009) states that NHS organisations prioritising staff health and well-being achieve enhanced performance, improve patient care, are better at retaining staff and have lower rates of sickness absence. 1.4 The level of health and well-being of the workforce is therefore a key indicator of organisational performance and patient outcomes. The evidence makes it clear that cultures of engagement, mutuality, caring, compassion and respect for all - staff, patients and the public - provide the ideal environment within which to care for the health of the nation. 1.5 The Health and Wellbeing Strategy and supporting three year action plan, provide the CCG with the framework to take a proactive and engaging approach to enhancing the health and wellbeing of our staff. 1.6 The Health and wellbeing of CCG employees will be achieved through a number of wellbeing initiatives, support mechanisms and joint working between employees and their representatives, for example the recognised Trade Unions. 2.0 Hull CCG Key Indicators 2.1 There are a number of metrics that indicate the overall health of the workforce in most organisations, including at the CCG. These include though aren t limited to: Sickness absence rates and trends Staff turnover rates Climate & Staff survey results HSE Stress Assessment Tool

3 2.2 The CCG will monitor the range of metrics and employee feedback to help understand the needs of staff and what the key issues are relating to health and wellbeing. 2.3 Sickness Absence rates and trends are monitored by the CCG and reported to members of SLT on a quarterly basis. 2.4 The June 2014 staff survey results indicated a number of potential factors of employee wellbeing which may or may not be directly influencing the current levels of morale and energy across the organisation. For example, individuals personal capacity for coping with perceived stress, understanding the triggers etc. and knowing how to respond to and manage them. The balanced scorecard for this survey highlighted wellbeing as a priority action area. 2.6 The HSE Stress Assessment Survey (May 2013 and March 2015) indicated that the stressors requiring urgent action were role and demands. The relationships stressor was flagged as in clear need for improvement. 2.7 As the CCG continues to build the knowledge, skills, behaviours and culture of a high performing organisation, having resilient employees with the knowledge, skills and tools to recognise stress triggers and health signals and proactively manage them will be central to an engaged, healthy workforce. 3.0 Purpose 3.1 The purpose of this document is to set out the overarching Health and Wellbeing strategy and themes for Hull CCG. The strategy covers both preventative activity to minimise the risks of ill health and reactive activity to support staff with health and wellbeing concerns. The strategy views health and wellbeing from two perspectives: organisational responsibility and work based action; as well as encouraging employees to take responsibility for their own health and wellbeing outside of work as part of their everyday life. 4.0 Principal themes and components of the proposed NHS Hull CCG Strategy The diagram overleaf illustrates how the various strands of our current and future health safety and wellbeing objectives align and underpin what we want to achieve from the wider Organisation Development Strategy.

4 NHS Hull CCG themes and components in each theme: Personal & Lifestyle Choices British Standard 8001 series: Health and Safety Management HSE Stress Assessment Tool Stress Policy Influenza Vaccinations Cycle to Work Scheme Mental Health First Aid Dignity at Work CCG Policies & Procedures Healthy Working & Living Healthy Working & Learning Education & Training Leadership Development Management Skills Performance Management Learning and Development Programmes Coaching Career Development Planning Expert advice & support Occupational Health advice Policies and procedures Mindful Employer Positive about Diasbility Counselling Employee Assistance Programmes Supported working Working Together Community Volunteering Culture and champions Corporate Social Responsibility Communications strategy Connecting with our City & Health Partners Innovation networking 5.0 Strategic Objectives Reflecting the 4 key themes of health safety and wellbeing in the model above, the CCG has made commitments to work towards achieving a number of evidencebased external benchmarks, accreditations and best practice targets within in each theme, as follows: HEALTHY WORKING & LEARNING: To ensure that NHS Hull CCG s attraction and retention strategy includes a welldefined employee proposition which sets out the organisation s health safety and wellbeing framework, employer commitments and employee responsibilities to provide a safe and welcoming place to work To strengthen line management capability in the proactive enablement of employee wellbeing, thereby reducing reactive solutions and preventative measures Practical knowledge and skills briefings in company policies and line manager

5 responsibilities covering sickness absence, mental health management, safety management etc. - Behavioural skills training enabling managers to have open honest and constructive conversations with their staff to help them make better choices and to work more effectively. Accredited Standards The CCG will explore accreditation to relevant external, national benchmarks e.g. Diversity in Business Accreditation, Mindful Employer, Investors in Excellence etc. Any commitment to seek accreditation will be mapped and measured in the 3 year action plan. Employee Engagement Strengthening the intranet channel of communicating with staff, sign posting national and local initiatives, and enhancing employees awareness of benefits, support and their options to assess their health and wellbeing, how the CCG can help, and what their options are to make work life balance choices and life style choices are all within scope. Health promotion events, get active initiatives and partnering with other public sector agencies on health safety and wellbeing schemes are all options to increase our employer offerings and encourage greater employee commitment to managing their own health and wellbeing. Building the health safety and wellbeing agenda into the wider Employee Engagement model, reflecting the concerns and issues raised by employees through the HSE stress assessment tool and/or the annual climate survey findings. WORKING TOGETHER: To continue to develop an engaged workforce through open dialogue, two way consultation, partnership working and an Employee Engagement forum. To align NHS Hull CCG s health safety and wellbeing operational activities within the overall strategy, ensuring consistency with the characteristics of a high performing organisation HEALTHY WORKING AND LIVING: To achieve and sustain measurable improvement of NHS Hull CCG s annual climate survey results around health, wellbeing, and morale with evidence-based progress e.g. upper quartile scores in the HSE stress assessment tool. To build a proactive, partnership model for the line management of health safety and wellbeing. To accredit NHS Hull CCG s health, safety and wellbeing model and practice to benchmarked industry standards (e.g. Investors in People, Investors in Excellence, Diversity in Business Accreditation, Mindful Employer).

6 Leadership and Management competence Central to embedding sustained good practice in the proactive management of employee health and wellbeing within the spirit of the organisation s responsibilities is the ongoing education and development of skills for leaders and managers to manage their teams health and wellbeing needs effectively. A programme of knowledge, skills and behavioural interventions are recommended to strengthen existing capability, and to continue to embed wellbeing management into the daily dialogue and behaviours of leaders and managers. Topics for potential inclusion in management development activities during are: - Understanding the connection between staff engagement and organisational productivity - Understanding how people engage with their employer, physically, cognitively and emotionally, and what that looks like in practical day to day activities - Understanding the role of the manager in enabling employees to lead a healthy balanced working life and to make informed decisions about how they manage their personal health Culture Developing a cultural conscience which puts employee wellbeing at the centre of enabling staff to give of their best in a safe and welcoming environment requires top down commitment from the senior leadership team. All leaders and managers will be required to commit to and appropriately prioritise NHS Hull CCG s responsibilities as an employer, to the wellbeing of its workforce. Embedding good practice into daily operational activity and behaviours requires: - A clear vision of what we are aiming to achieve - A working party that includes the health safety and wellbeing agenda (e.g. the Employee Engagement working group or similar forum), visibly leading on strategy, measuring operational progress and maintaining guardianship of NHS Hull CCG s strategy within the wider occupational health safety and wellbeing legislative and best practice arena - Robust implementation plans with clear metrics for what success looks like - Defined levels of benefits realisation metrics to monitor and celebrate progress - A consistent communications strategy and two-way dialogue to build on achievements to date - Visible reporting against plans - Recognition of good practice and celebration of successes - A learning culture practice encouraging staff to share knowledge and skills. Employee Health Benefits Scheme The CCG is currently exploring a number of options for extending health benefits to

7 employees, e.g. the forthcoming Cycle to Work scheme scheduled for launch quarter Additional potential benefits might include salary sacrifice schemes for gym membership, access to discounted services and activities. Work on this theme will be mapped and measured in the 3 year action plan. Supporting the strategic aims are a number of operational objectives, including though not limited to: - To provide a safe system of work for all staff, including any external contractors - To reduce work related injuries and illnesses and improve wellbeing in the workplace - To reduce risk ratings in work station risk assessments - To embed health and safety and risk management in the custom and practice of all of our activities SUPPORTED WORKING: CCG Health at Work pledges NHS Hull CCG will aim to make the following pledges under The Public Health Responsibility Deal to: 1. To embed the principles of the chronic conditions guides (developed through the Responsibility Deal s Health at Work network) within HR procedures to ensure that those with chronic conditions at work are managed in the best way possible with reasonable flexibilities and workplace adjustments. 2. Use only occupational health services which meet the new occupational health standards. 3. Include a section on the health and wellbeing of employees within annual reports and/or on the CCG website. The CCG will record sickness absence rates and actively manage this through line management and as an organisation. 4. Encourage staff to stop smoking, by facilitating onsite stop smoking support services 5. The CCG will offer staff health checks, e.g. the NHS Lifecheck, with appropriate follow up and audit. The CCG will also encourage eligible employees to participate in the NHS Health Check for vascular disease, and other NHS screening programmes (for example for breast or bowel cancer) 6. The CCG will embed the principles of the Mental Health Workplace Adjustments Guide (developed through the Responsibility Deal s Health at Work network) within HR procedures to ensure that people with mental health conditions are managed at work in the best way possible with reasonable flexibilities and workplace adjustments Health, Safety and Wellbeing Management - a 3 year action plan 6.1 To achieve the strategic objectives and Health at Work pledges in relation to Employee Health, Safety and Wellbeing the CCG will develop and performance manage a three year action plan that sets out objectives, key milestones, timelines and responsible officers under each of the themes. See Appendix 2

8 7.0 Health and Safety Operational Priorities These are as per the current health and safety plan. Refer to Appendix 1 for content. 8.0 Implementation 8.1 Implementation of this strategy will ensure that the CCG complies with a number of duties and responsibilities aimed at improving staff health and wellbeing and meets the NHS Constitution s commitment to Provide support and opportunities for staff to maintain their health, well-being and safety. 8.2 The Boorman Review highlighted a number of factors shown to have a significant impact on the successful implementation, maintenance and continuous improvement of health and wellbeing programmes and practices within organisations. These include: Achieving board and senior leadership engagement and sponsorship Building the business case for investing in health, safety and employee wellbeing beyond the minimum legislative requirements Developing and implementing a health and wellbeing strategy with clear, measurable step change aims Developing and maintaining management competence in and commitment to dealing with employee health safety and wellbeing Weaving the management of health safety and wellbeing into an organisation s performance management metrics and cultural consciousness. 9.0 Monitoring and Review 9.1 The Health and Wellbeing Strategy will be reviewed every three years, or earlier if changing legislation dictates the need to. The three year action plan (appendix 2) will be reviewed quarterly and feedback provided to the Health and Safety Committee. An annual summary report of progress against aims will be provided for the CCG Board.

9 Appendix 1: Health and Safety Operational Priorities In line with the NHS Hull CCG Health & Safety Policy, the following priorities have been identified for the coming year. Ensure that all staff are up to date with the statutory and mandatory training relevant to their role. Ensure that there is a relevant policy in place to support a robust system for the reporting and investigation of incidents and near misses within the organisation, and that staff are trained in the reporting of such incidents or near misses. Also ensure that the findings from any investigations are shared with staff in order to support organisational learning. Ensure that an appropriate number of staff are trained as Fire Wardens, Evac- Chair Operators and First Aiders. Implementation of the newly agreed Portable Equipment Testing Policy (PAT Testing)