Improving Wellbeing for NHS Staff: A Case for Health and Happiness
MAKING A CASE
FOR HEALTH AND
WELLBEING
Presenter(s)
Making the NHS the best place to work
The Interim NHS People Plan contains a national
ambition to make the NHS the best place to
work.
There is clear consensus across the health
service that our workforce face a range of issues
which affect their staff experience and ability to
deliver quality care.
Locally, we need to take action to best support
the wellbeing of our staff.
THE NATIONAL LANDSCAPE
A HEALTHY AND HAPPY WORKFORCE
= BETTER PATIENT OUTCOMES
THE CLINICAL CASE
Clear association
between staff
burnout and
patient safety.
Trust-led health
and wellbeing
schemes including
Schwartz rounds
improve patient
experience.
Lessons learnt from
the Francis Inquiry
showed fatal
impact of poor
staff mental
wellbeing.
PATIENT
SAFETY
PATIENT
EXPERIENCE
PATIENT
NEGLECT
THE WORKFORCE CASE
IMPROVED WELLBEING LEADS
TO A BETTER FUNCTIONING
WORKFORCE
1.
Productivity
2.
Satisfaction
3.
Absenteeism
4.
Presenteeism
5.
Turnover and retention
•
1 in 3 NHS staff have felt
unwell due to work-related
stress.
•
51% of line managers feel
comfortable talking generally
in the workplace about mental
health issues.
DOCTORS
•
Risk of suicide especially
high among doctors.
•
Doctors are unlikely to
disclose poor mental
wellbeing.
•
Rates of depression among
graduate doctors estimated
at about 30%.
•
Nurses are an at-risk group
for unhealthy lifestyle
behaviours.
•
The impact of shift-working
on nurse’s health and
wellbeing is evident.
NURSES
NHS WORKFORCE IS AT RISK OF POOR WELLBEING,
INCLUDING:
THE FINANCIAL CASE
80% +
Of NHS staff believe
health and wellbeing
impacts on patient care
£1,794 - £2,174
Cost of poor mental
health
£4.20
Return on investment in
workplace mental health
interventions for every £1
spent
Annual cost of
sickness absence
£2.4 BILLION
OUR STRATEGY
A tagline or phrase to sum up your strategy / approach
Text to outline your health and wellbeing strategy for the trust and explain
how it will enable staff and patient outcomes.
Be clear in what you plan to achieve, successes and impact so far.
Discuss your next steps and areas of priority. Explain how your board can
support you to deliver your strategy.
Limit your information to high level succinct bullet points to summarise key
messages your leaders need to know.
The presentation highlights the importance of prioritizing the health and wellbeing of NHS staff for better patient outcomes. It discusses the link between staff burnout, patient safety, and neglect, emphasizing the need for improved support systems. The financial implications of poor mental health are also addressed, along with the risks faced by doctors and nurses. Strategies for enhancing workforce wellbeing, including productivity, satisfaction, and reducing absenteeism, are explored to make the NHS a top workplace.
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Presentation Transcript
MAKING A CASE FOR HEALTH AND WELLBEING Presenter(s)
THE NATIONAL LANDSCAPE Making the NHS the best place to work The Interim NHS People Plan contains a national ambition to make the NHS the best place to work. There is clear consensus across the health service that our workforce face a range of issues which affect their staff experience and ability to deliver quality care. Locally, we need to take action to best support the wellbeing of our staff.
A HEALTHY AND HAPPY WORKFORCE = BETTER PATIENT OUTCOMES Healthier staff Better staff engagement Happier and healthier patients
PATIENT EXPERIENCE PATIENT SAFETY PATIENT NEGLECT Clear association between staff burnout and patient safety. Trust-led health and wellbeing schemes including Schwartz rounds improve patient experience. Lessons learnt from the Francis Inquiry showed fatal impact of poor staff mental wellbeing.
IMPROVED WELLBEING LEADS TO A BETTER FUNCTIONING WORKFORCE 1. Productivity 2. Satisfaction 3. Absenteeism 4. Presenteeism 5. Turnover and retention 1 in 3 NHS staff have felt unwell due to work-related stress. 51% of line managers feel comfortable talking generally in the workplace about mental health issues.
NHS WORKFORCE IS AT RISK OF POOR WELLBEING, INCLUDING: DOCTORS Risk of suicide especially high among doctors. Doctors are unlikely to disclose poor mental wellbeing. Rates of depression among graduate doctors estimated at about 30%. NURSES Nurses are an at-risk group for unhealthy lifestyle behaviours. The impact of shift-working on nurse s health and wellbeing is evident.
2.4 BILLION 1,794 - 2,174 Cost of poor mental health Annual cost of sickness absence 4.20 80% + Return on investment in workplace mental health interventions for every 1 spent Of NHS staff believe health and wellbeing impacts on patient care
OUR STRATEGY A tagline or phrase to sum up your strategy / approach Text to outline your health and wellbeing strategy for the trust and explain how it will enable staff and patient outcomes. Be clear in what you plan to achieve, successes and impact so far. Discuss your next steps and areas of priority. Explain how your board can support you to deliver your strategy. Limit your information to high level succinct bullet points to summarise key messages your leaders need to know.
