This guide provides practical tools that will help NHS health and wellbeing and staff experience leads deliver successful campaigns and initiatives. It covers: key communications steps; your communications and engagement plan; stakeholder engagement and collaborative working; engaging your audience with effective messaging; resources and budget; your audience; behaviour change; your channels; timescales; evaluation; and top tips. Top tips are: define your objectives as early as possible; consider your target audience and define how they prefer to be communicated with and when; be clear about what you want to communicate; see if there are other activities that are taking place within the organisation and use these platforms to communicate/reinforce your messages; consider which channels would work best to deliver your campaign or initiative and if there are opportunities to reinforce messages using multiple channels; use simple language and avoid using jargon and abbreviations; use images on social media - tweets with images tend to get better engagement; clearly define how you will measure the impact of your campaign or initiative.
(Edited publisher abstract)
This guide provides practical tools that will help NHS health and wellbeing and staff experience leads deliver successful campaigns and initiatives. It covers: key communications steps; your communications and engagement plan; stakeholder engagement and collaborative working; engaging your audience with effective messaging; resources and budget; your audience; behaviour change; your channels; timescales; evaluation; and top tips. Top tips are: define your objectives as early as possible; consider your target audience and define how they prefer to be communicated with and when; be clear about what you want to communicate; see if there are other activities that are taking place within the organisation and use these platforms to communicate/reinforce your messages; consider which channels would work best to deliver your campaign or initiative and if there are opportunities to reinforce messages using multiple channels; use simple language and avoid using jargon and abbreviations; use images on social media - tweets with images tend to get better engagement; clearly define how you will measure the impact of your campaign or initiative.
(Edited publisher abstract)
Subject terms:
NHS, health professionals, wellbeing, health education, communication;
This guide aims to support line managers and employers to consider the key areas which affect workforce retention. It includes the enablers of retention, the organisational priorities which need to be in place to support our NHS people and the practical interventions which directly impact on your employees’ experience at work. The NHS People Promise, launched as part of the NHS People Plan for 2020/21, sets out what our NHS people can expect from their leaders and from each other. Each section of this guide is aligned with one of the seven core elements that make up the NHS People Promise, so that you can work to bring this to life in your organisation. ICSs have a role in supporting retention of staff across the health and care system, both as employers themselves and through enabling collaboration between individual employers where beneficial. This guide can help system leaders identify the actions they can take to support retention of the system’s ‘one workforce’. Topics covered include: shaping organisational culture; understanding data; communicating with staff; supporting new staff and those moving roles; supporting international staff; development and career planning; supporting staff in late career; flexible working; flexible retirement; health and wellbeing; recognising and rewarding staff; making improvement and change; next steps; evaluating impact.
(Edited publisher abstract)
This guide aims to support line managers and employers to consider the key areas which affect workforce retention. It includes the enablers of retention, the organisational priorities which need to be in place to support our NHS people and the practical interventions which directly impact on your employees’ experience at work. The NHS People Promise, launched as part of the NHS People Plan for 2020/21, sets out what our NHS people can expect from their leaders and from each other. Each section of this guide is aligned with one of the seven core elements that make up the NHS People Promise, so that you can work to bring this to life in your organisation. ICSs have a role in supporting retention of staff across the health and care system, both as employers themselves and through enabling collaboration between individual employers where beneficial. This guide can help system leaders identify the actions they can take to support retention of the system’s ‘one workforce’. Topics covered include: shaping organisational culture; understanding data; communicating with staff; supporting new staff and those moving roles; supporting international staff; development and career planning; supporting staff in late career; flexible working; flexible retirement; health and wellbeing; recognising and rewarding staff; making improvement and change; next steps; evaluating impact.
(Edited publisher abstract)
Subject terms:
NHS, health professionals, staff retention, staff management, staff development;
Poorly designed shift patterns can have a detrimental impact on employee health and outcomes of patients. The guidance explores: how shift work can impact on health, safety and wellbeing; what can employers and employees do; and the importance of partnership working between employers and trade unions when developing shift working patterns. The guidance has been developed in partnership with trade unions and incorporate good practice on shift working from the Health Safety Executive. It is applicable to staff covered by the NHS Terms and Conditions of Service Handbook.
(Edited publisher abstract)
Poorly designed shift patterns can have a detrimental impact on employee health and outcomes of patients. The guidance explores: how shift work can impact on health, safety and wellbeing; what can employers and employees do; and the importance of partnership working between employers and trade unions when developing shift working patterns. The guidance has been developed in partnership with trade unions and incorporate good practice on shift working from the Health Safety Executive. It is applicable to staff covered by the NHS Terms and Conditions of Service Handbook.
(Edited publisher abstract)
Subject terms:
safety, wellbeing, working hours, health, staff, staff management, NHS, health care;
Case study from Salford Royal NHS Foundation Trust which explains how the Trust delivers education and training to ensure all its staff, not just the specialist team, have the skills and confidence to provide high quality end-of-life care. The specialist palliative care education team provides a blended approach to education and training to meet the needs of staff in the hospital, community and care home settings. This includes role modelling and face-to-face engagement as well as classroom training. The teams also runs complementary workshops, including the Six Steps programme delivered to in care homes, to ensure staff have the skill and confidence necessary. Following their initiative the trust was awarded an outstanding Care Quality Commission (CQC) rating for its end-of-life care services, improved patient care through improved staff communications, and received excellent feedback from patients' families about the service.
(Edited publisher abstract)
Case study from Salford Royal NHS Foundation Trust which explains how the Trust delivers education and training to ensure all its staff, not just the specialist team, have the skills and confidence to provide high quality end-of-life care. The specialist palliative care education team provides a blended approach to education and training to meet the needs of staff in the hospital, community and care home settings. This includes role modelling and face-to-face engagement as well as classroom training. The teams also runs complementary workshops, including the Six Steps programme delivered to in care homes, to ensure staff have the skill and confidence necessary. Following their initiative the trust was awarded an outstanding Care Quality Commission (CQC) rating for its end-of-life care services, improved patient care through improved staff communications, and received excellent feedback from patients' families about the service.
(Edited publisher abstract)
Subject terms:
end of life care, training, NHS trusts, social care staff, staff, hospitals;
An introduction to delivering information prescriptions, is an e-learning module specifically designed to support health and social care staff to develop the skills and competencies required for assessing information needs and prescribing appropriate information.
An introduction to delivering information prescriptions, is an e-learning module specifically designed to support health and social care staff to develop the skills and competencies required for assessing information needs and prescribing appropriate information.
Subject terms:
long term conditions, access to information, e-learning;
NHSEmployers' large scale workforce change (LSWC) team developed and ran a programme with 26 organisational teams from 66 organisations across health, social care and the voluntary sector to develop and implement new roles and ways of working to improve services for people with long-term conditions. The programme, which ended in September 2006 resulted in significant measurable benefits
NHSEmployers' large scale workforce change (LSWC) team developed and ran a programme with 26 organisational teams from 66 organisations across health, social care and the voluntary sector to develop and implement new roles and ways of working to improve services for people with long-term conditions. The programme, which ended in September 2006 resulted in significant measurable benefits for people with long-term conditions, host organisations and NHS staff. 'Improving services people with long-term conditions through large scale workforce change' final report from the programme, detailing the programme's background and aims and overall results and benefits. The report also showcases brief case studies from each participating organisation, for employers to use to share and promote good practice.
Subject terms:
long term care, long term conditions, NHS, quality assurance, staff, access to services, health care;
...their systems; how to find external resources on integrated workforce planning. This guide has been produced in partnership with NHSEmployers, Skills for Care (SFC), and the Care and Health Improvement Programme, which is a collaboration between the Local Government Association (LGA) and Association of Directors of Adult Social Services (ADASS).
(Edited publisher abstract)
This guide provides tips and insight to help system leaders consider what is needed to plan for and achieve a successfully integrated workforce. Improved outcomes in population health and healthcare is one of the fundamental purposes of integrated care systems (ICSs). To achieve this, partners from across both health and social care must come together to plan and develop a workforce that integrates and connects across all parts of the system to deliver personal, person-centred care to their local populations now and in the future. The guide is aimed at ICS workforce leads, chief people officers, directors of adult social services (DASS), chief executives, human resource (HR) directors, elected members including adult social care (ASC) portfolio holders and chairs of health and wellbeing boards, and those who are responsible for integrated workforce thinking across health and social care. It explains what is meant by integrated thinking across systems and how it can support the development of integrated workforce plans; what data is helpful in informing a good integrated workforce plan; what can be learnt from examples and tips from ICSs that have had success with integrating across their systems; how to find external resources on integrated workforce planning. This guide has been produced in partnership with NHSEmployers, Skills for Care (SFC), and the Care and Health Improvement Programme, which is a collaboration between the Local Government Association (LGA) and Association of Directors of Adult Social Services (ADASS).
(Edited publisher abstract)
Subject terms:
integrated care, care workforce, joint working, collaboration, systems approach, health professionals, social care staff, recruitment, staffing levels, staff retention;
Practical steps and an overview of available tools designed to encourage employment for people with learning disabilities in NHS organisations. The aim of these tools and guidance is to raise awareness, highlight good practice and break down some of the barriers that both employers and potential employees may face, helping create a culture which welcomes people with learning disabilities. This guidance is structured around five building blocks, taking potential employers and managers through the process of recruiting and employing someone with a learning disability. The building blocks are: getting started; being an accessible employer; identifying real jobs; advertising and recruitment; and employment.
(Edited publisher abstract)
Practical steps and an overview of available tools designed to encourage employment for people with learning disabilities in NHS organisations. The aim of these tools and guidance is to raise awareness, highlight good practice and break down some of the barriers that both employers and potential employees may face, helping create a culture which welcomes people with learning disabilities. This guidance is structured around five building blocks, taking potential employers and managers through the process of recruiting and employing someone with a learning disability. The building blocks are: getting started; being an accessible employer; identifying real jobs; advertising and recruitment; and employment.
(Edited publisher abstract)
NATIONAL SKILLS ACADEMY FOR SOCIAL CARE, NHSEMPLOYERS
Publisher:
National Skills Academy for Social Care
Publication year:
2015
Pagination:
106
Place of publication:
London
Links to additional tools and resources are also included. The toolkit has been developed in partnership with NHSEmployers and is relevant for all organisations in social care and health regardless of size, and whether it is commercial, voluntary sector, local authority or NHS...
(Edited publisher abstract)
A toolkit providing information to support managers in social care with their staff management responsibilities. The toolkit aims to increase managers’ knowledge and understanding about what good people management is and to help them better understand their managerial responsibilities. Its seven sections cover: what constitutes good people performance management; why managing performance is important and the role of the manager; reviewing employee performance; managing different types of performance; conversations about performance and providing constructive feedback; and practical scenarios which demonstrate how applying a range of skills and behaviours can help to develop and maintain a motivated and successful team. The final section, help in a hurry, provides answers to common questions. Links to additional tools and resources are also included. The toolkit has been developed in partnership with NHSEmployers and is relevant for all organisations in social care and health regardless of size, and whether it is commercial, voluntary sector, local authority or NHS.
(Edited publisher abstract)