NHS Employers | August 2018 | It’s okay to ask for HELP
NHS Employers have published a case study from Brighton and Sussex University Hospitals NHS Trust, which successfully embedded its health, employee, learning and psychotherapy services (HELP) into its staff wellbeing programme to ensure more members of staff were getting the help they need and to reduce sickness absence.
Since BSUH implemented HELP, the service supports around 500 members of staff
every year with individual psychotherapy and counselling.
• 18 workshops and 28 incident debriefs have taken place each year.
• 44 staff members have benefited from specialist EMDR trauma therapy.
• By offering the services internally the trust is reaching more people for the
• 98 per cent of staff said the sessions helped them to stay in work, or return to work sooner from sick leave. HELP also runs a placement programme for honorary psychotherapists from Brighton, Sussex and London universities.
This new approach to counselling and psychotherapy services for staff included sessions on trauma as well as stress management workshops. Since its implementation the service has supported 500 members of staff, with 98 per cent of those who attended saying the service has meant they did not need to take time off work. (Source: NHS Employers).
NHS Employers | May 2018 | NHS Health and Wellbeing Framework NHS England has worked with twelve NHS organisations to create a new Health and Wellbeing Framework and accompanying diagnostic tool to help NHS organisations plan and implement their own approach for improving staff health and wellbeing. This framework has been developed by NHS Employers, NHS England and NHS Improvement with support from partners across the NHS, voluntary sector and government to bring best practice, research and insights together in one accessible place for the first time for NHS organisations.
The Health and Wellbeing Framework in an interactive document that makes the case for staff health and wellbeing, sets out clear actionable steps for each of the 14 areas and includes guidance on how organisations can plan and deliver a staff health and wellbeing plan.
The framework and diagnostic tool have been designed to be used in a flexible way to meet the needs of your organisation. You can use these resources in total or in part to start, revise or re-launch a programme. The framework is divided into two sections, organisational enablers and health interventions.
Pressures being experienced by front-line health and care services this winter “are a watershed moment for the NHS” | NHS Providers
In a letter to Jeremy Hunt, NHS Providers has outlined concerns over the pressures being experienced by frontline health and care services this winter. The letter warns that the government must accept that the service can no longer deliver what is required of it within current funding, and calls for urgent decisions on long-term funding for health and social care to be taken.
NHS Providers is also calling for a full review of how well the NHS handled this winter, looking at: adequacy of bed numbers and staffing levels; efficacy of the new national planning approach; adequacy, timing and allocation of extra winter funding; system resilience; process and impact of cancelled elective operations; and the role and availability of primary care and social care, and their involvement in winter planning.
NHS Providers said that despite the NHS planning for winter more thoroughly and extensively than before, this still hasn’t been sufficient as rising numbers of flu cases and more respiratory illness have placed ‘intolerable pressures’ on staff.
Read the full letter to health and social care secretary Jeremy Hunt.
This report illustrates the effect of good people management with an analysis of the NHS | What Works Centre for Wellbeing
This report found Trusts that made the most extensive use of good people management practices were over three times more likely to have the lowest levels of staff sickness absence and at least four times more likely to have the most satisfied patients.
They were also more than twice as likely to have staff with the highest levels of job satisfaction compared to NHS Trusts that made least use of these practices, and over three times more likely to have staff with the highest levels of engagement.
Thriving at Work: a review of mental health and employers | Lord Dennis Stevenson and Paul Farmer | Department for Work and Pensions and Department of Health
Thriving at Work sets out what employers can do to better support all employees, including those with mental health problems to remain in and thrive through work.
The report includes a detailed analysis that explores the significant cost of poor mental health to UK businesses and the economy as a whole. It puts the annual cost to the UK economy of poor mental health at up to £99bn, of which £33bn – £42bn is borne by employers.
The review quantifies how investing in supporting mental health at work is good for business and productivity. The most important recommendation is that all employers, regardless of size or industry, should adopt 6 ‘mental health core standards’ that lay basic foundations for an approach to workplace mental health:
Produce, implement and communicate a mental health at work plan
Develop mental health awareness among employees
Encourage open conversations about mental health and the support available
when employees are struggling
Provide employees with good working conditions and ensure they have a healthy
work life balance and opportunities for development
Promote effective people management through line managers and supervisors
Routinely monitor employee mental health and wellbeing
The report also highlights examples of good practice such as the mental health first aid courses at Thames Water and, at Aviva, the promotion of e-learning modules to help identify and self-identify when people need support.
Cuts to mental health leave staff facing violence and aggression, says UNISON
A recent UNISON survey of staff working in mental health service has revealed that
mental health services have been hit hard by cuts to NHS funding, which has a damaging effect on service users and staff. The new publication reports that Service users have been struggling to access the help they need, while mental health staff working in under-resourced areas are left vulnerable to violence and aggression, and unable to provide the level of care needed.
The report, Struggling to Cope, is based on a survey of over 1,000 mental health employees across the UK, who work in a range of roles – with children and adults in hospitals, in secure units and out in the community.
More than two in five (42%) said they had been on the receiving end of violent attacks in the last year. Over a third (36%) said they had witnessed violent incidents involving patients attacking their colleagues.
While the majority (86%) felt they had the knowledge and training to carry out their work safely, more than a third (36%) said they had seen an increase in violent incidents in the past year.
Mental health workers blamed staff shortages (87%) and the overuse of agency staff (49%) as the main reasons behind the rise in violent attacks.
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:
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
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
For mental health workers to get training in the skills they will need in the future, including in coproduction, community engagement and psychological interventions
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