Case Study

Tackling Absence Management

In July 2008, reported sickness absence across University Hospital of Morecombe Bay NHS Trust (UHMB) averaged 5%. There was also a tendency for the same members of staff to take sickness absence. Therefore the HR team embarked on a structured and robust policy to reduce sickness absence with the aim of bringing down the average level to 3.5% by 2012 which it is set to achieve

Staff Perceptions Count in Developing a Health and Wellbeing Strategy

In 2010 this Trust commissioned a survey (ASSET) of staff perceptions of 7 key barriers to, and enablers of, wellbeing in the workplace. When these aspects of working life are well managed the workforce has good levels of psychological wellbeing and engagement.  The results of the survey are contributing to a new programme of evidence based work to determine the enablers and barriers to wellbeing and to the development of the Trust’s Health and Wellbeing Strategy. 

Salford Royal NHS Foundation Trust's Performance Framework

Salford Royal NHS Foundation Trust (SRFT) is committed to the development and implementation of a process of managing individual employee contribution, which will lead to the creation of a performance-driven culture. Therefore, as part of the Trust’s overarching plans for organisational development, with accountability, performance and leadership as key components, the Trust is implementing a Performance Framework and associated Reward Strategy.

Redeployment of Staff Affected by Service Reconfiguration

Pennine Acute Hospitals NHS Trust recently embarked upon widespread service reconfiguration in line with regional initiatives, which led to the merger and closure of services at various sites across the Trust. As a result this redeployment  programme was launched to place all displaced employees into alternative substantive posts. This allowed 882 employees to be redeployed within the Trust, which saved circa £56,000 per person in redundancy costs.

Professional Mental Health Network

In 2009 a professional mental health network was set up for the Blackburn with Darwen area, which is very unique in that it is exclusively for mental health professionals from across all sectors, and has a specialism around BME. It allows different organisations to share information, combine resources and undertake joint projects to improve signposting to mental health and mainstream services and has approximately 280 members who can drop in an out as necessary. 

Pro-active Occupational Health Services Improving Staff Health and Attendance

This Specialist Trust in Manchester has been successful in promoting an attendance culture to ensure the provision of high quality services to patients. A revised policy framework  and a new Occupational Health provider have been key in building confidence and consistency in the management of sickness absence and in improving attendance.

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