Human Resources Developments

Occupational Health Nov 2009

2009-12-31T03:46:00.000-08:00

Are Fit for Work pilots really fit for purpose?
Occupational Health, Nov2009, Vol. 61 Issue 11, p13-13, 1/3p;
Abstract: The authors reflects on the issues of fit to work analysis in Great Britain. He argues against the proposed launching of the Fit for Work pilot programs of the Department of Health. He ponders on the questions associated with such pilot programs. He also inquires if human resources (HR) professionals will be involved in analyzing the fit for work status of employees. (AN 45581848)
http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=45581848&site=ehost-live

Good mental health policies could save you £250,000 a year.
By: Paton, Nic. Occupational Health, Nov2009, Vol. 61 Issue 11, p4-4, 1/3p;
Abstract: The article argues that employers could save approximately 250,000 British pounds annually if they will comply with the guidance on the promotion of mental health and well-being in the workplace in Great Britain. The National Institute for Clinical Excellence (NICE) published a guidance on how to improve mental wellbeing in November 2009. The guidance, according to NICE, could reduce absenteeism and enhance performance if followed properly. The main recommendations in the guidance are cited. (AN 45581829)http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=45581829&site=ehost-live

People Management news

2009-12-04T03:26:00.000-08:00

People Management, 10/8/2009, Vol. 15 Issue 21, p13
New section
The National Health Service (NHS) staff in Wales are being encouraged to exercise on a games console as part of a health initiative.
According to a Chartered Institute of Personnel and Development (CIPD) survey, most companies will still hold a Christmas party despite financial pressures caused by the recession. http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=44882190&site=ehost-live

Report published on age equality

2009-11-11T08:51:00.001-08:00

Report published on age equality in health and social care
Source: Achieving age equality in health and social care. Department of Health: Document, 22 October 2009.
A report has been published following a review of age discrimination and age equality in the health and social care sector in England. Achieving age equality in health and social care outlines the conclusions of the review and recommendations for national and local organisations as well as the sector as a whole.

Revised guidance on equality impact assessments

2009-11-11T08:48:00.000-08:00

Revised guidance on equality impact assessments
Source: Equality impact assessment: summary tool and guidance for policy makers. Department of Health: Document, 27 October 2009.
The Department of Health has published a revised version of its summary tool and guidance on equality impact assessments for policy makers. The guidance is aimed at helping policy makers carry out equality impact assessments, a process which helps assess the impacts a new or existing policy is likely to have on different groups of people.

NHS workforce reduction needed...

2009-11-10T03:09:00.000-08:00

NEWS IN BRIEF.
People Management, 9/10/2009, Vol. 15 Issue 19, p7-7, 1/3p;
Abstract: This section offers news briefs related to human resource management in GreatBritain as of September 10, 2009.
Consultancy firm McKinsey & Company reported that the National Health Service needed to reduce its workforce by 10 percent, at about 137,000 jobs, to save 20 billion British pounds.
http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=44765898&site=ehost-live

How I got where I am today

2009-11-10T03:08:00.000-08:00

How I got where I am today. By: Phillips, Lucy.
People Management, 9/10/2009, Vol. 15 Issue 19, p46-46, 2/3p;
Abstract: An interview with Steve Barnett, a chartered companion of the Chartered Institute of Personnel & Development (CIPD) in GreatBritain, is presented. He states that he started training as an accountant with a local government and moved on a trainee scheme in personnel where he made it up to senior personnel officer. He says that his job as the human resources (HR) director at the first National Health Society (NHS) foundation trusts is one of his career highlights. He notes that HR in the NHS has become more professional than when he joined it. (AN 44765933)
http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=44765933&site=ehost-live

New NW portal for Workforce & Education

2009-11-10T03:04:00.000-08:00

New portal available at
www.healthcareworkforce.nhs.uk/northwest

The NHS North West Workforce & Education Portal is now live and contains the information you need to make your workforce work for you!

Labour market intelligence
Workforce information
Workforce modernisation
Education management
Health and work

Race equality and whistleblowing in BMJ 27 October 2009

2009-10-28T06:48:00.001-07:00

NHS staff told to maintain pressure towards race equality
Caroline White
BMJ 2009;339 b4333

BMA view on whistleblowing
Mark Porter
BMJ 2009;339 b4405

BMJ 6th October 2009

2009-10-26T07:19:00.001-07:00

Interpreting sickness absence rates of NHS employees
Philip A Wynn
BMJ 2009;339 b4062

Articles from Occupational Health Aug 2009

2009-10-14T06:32:00.000-07:00

Who's responsible? By: Rai, Nikla.
Occupational Health, Aug2009, Vol. 61 Issue 8, p24-25, 2p;
Abstract: The article examines the occupational health (OH) practitioner's role within a company, which is clearly defined, and the tendency of some managers to treat managerial problems as medical issues. Topics include an overview of the Nursing and Midwifery Council (NMC) Codes regarding OH advisory roles, what employers and employees can do before seeking OH advice on sickness-related absenteeism, and a brief history of OH during Great Britain's industrial revolution. INSET: OCCUPATIONAL HEALTH IN THE EARLY INDUSTRIAL REVOLUTION. (AN 43828589)http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=43828589&site=ehost-live

We alone must guarantee high standards.
By: Preece, Richard. Occupational Health, Aug2009, Vol. 61 Issue 8, p10-10, 1/2p;
Abstract: In this article the author discusses aspects of the 2008 Chartered Institute of Personnel and Development (CIPD) absence survey in Great Britain. He is critical of the use of occupational health by human resource (HR) specialists for the management of long-term employee absence. He offers his conclusions which include the misleading nature of statistics, lack of interest by HR specialists of occupational health (OH) advice, and their attitudes regarding OH intervention in long-term absences. (AN 43828582)http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=43828582&site=ehost-live

Articles from Occupational Health July 2009

2009-10-14T06:29:00.000-07:00

Stress expectations too high.
Occupational Health, Jul2009, Vol. 61 Issue 7, p7-7, 1/6p
Abstract: The article reports on the results of several 2009 surveys on job stress in Great Britain. A survey by the British law firm Pinsent Masons found that more than half of human resources and health and safety staff believe too much is expected of them when it comes to protecting their employees from stress. A survey conducted by Investors in People found that nearly one-third of employers believed stress was higher than in 2008 and that their organizations were not doing enough to solve it. (AN 43205251)http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=43205251&site=ehost-live

Policy shortfall for swine flu.
Occupational Health, Jul2009, Vol. 61 Issue 7, p7-7, 1/8p;
Abstract: The article reports on the results of a poll of British companies that was conducted by the consulting firm Mercer. The poll found that despite the fact that the World Health Organization has declared that swine influenza outbreak has become a global pandemic, nearly two out of five British employers still do not have a proper human resources policy in place to deal with swine flu or other health-related emergencies. (AN 43205252)http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=43205252&site=ehost-live

Fit note unveiled by government.
By: Paton, Nic. Occupational Health, Jul2009, Vol. 61 Issue 7, p4-4, 1/4p;
Abstract: The article reports on a fit note which was developed by the British government, is concerned with decisions from physicians on the appropriate times when injured or disable employees should be allowed to return to work, and is scheduled to be released in early 2010. Reaction to the note which was seen from several people in the occupational health field, including Charlotte Bray, an occupational health consultant at Aon Consulting, is presented. (AN 43205239)http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=43205239&site=ehost-live

Working for a Healthier Tomorrow

2009-08-28T07:21:00.000-07:00

Dame Carol Black's review of the health of Britain's working age population.

Link to editorial in the BMJ

Managing people across networks

2009-07-24T02:27:00.000-07:00

Integrate expectations.
People Management, 4/23/2009, Vol. 15 Issue 9, p48-48, 1/3p
Abstract: The article focuses on a discussion paper on managing people across networks available on website of the Chartered Institute of Personnel and Development (CIPD). The paper is based on a research conducted at Manchester Business School on behalf of the CIPD and the Department of Health of Great Britain. It outlines some of the reasons behind cross-organisational working. It discusses the various forms of collaboration with other organisations. It emphasizes the role of human resources (HR) practitioners in managing people across networks.
http://search.ebscohost.com/login.aspx?direct=true&db=heh&an=40538109&site=ehost-live

Managing sickness absence

2009-07-24T02:24:00.000-07:00

Sickness absence.
By: Lovewell, Debbie.
Employee Benefits, Jun2009, Special section p17-20, 3p
Abstract: The article reports on the result of the survey on the benefits of absence management systems to dealing staff with health issues in Great Britain. The survey indicates that using absence management schemes is the best way to reduce staff sickness absence levels in the country. Employers think that the systems can help remove fake absence, while others use return-to-work as a means of tackling the issues.
http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=41788150&site=ehost-live

NHS HR will play pivotal role in tough times ahead

2009-07-24T02:21:00.000-07:00

NHS HR will play pivotal role in tough times ahead.
By: Phillips, Lucy.
People Management, 6/4/2009, Vol. 15 Issue 12, p9-9
Abstract: The article reports on the statement issued by Steve Barnett, chief executive of the National Health Service (NHS) Confederation, regarding the role of human resources (HR) in driving efficiencies in the health service during an economic crisis. He states that efficiencies in backroom functions such as human resources (HR), finance and information technology (IT) were more likely to involve an increased use of shared-service providers instead of widespread job losses.
http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=42858677&site=ehost-live

Agenda for change is a valid job evaluation study

2009-07-23T06:01:00.000-07:00

LEGAL CHECKLIST.
People Management, 4/23/2009,
Vol. 15 Issue 9, p37-37, 2/3p
Abstract: The article discusses several court cases in Great Britain of interest to human resources (HR) practitioners. An employment tribunal has ruled in Hartley v. Northumbria Healthcare National Health Service (NHS) Trust that Agenda for change is a valid job evaluation study under the Equal Pay Act 1970 and that it does not discriminate on grounds of sex. It relates the ruling on Royden and others v. Barnett Solicitors over the application of Transfer of Undertakings (Protection of Employment) (TUPE) to changes in professional services arrangements. (AN 40538097)
http://search.ebscohost.com/login.aspx?direct=true&db=heh&an=40538097&site=ehost-live

Basic race equality requirements not met

2009-07-23T06:00:00.000-07:00

Basic race equality requirements not met, claims commission.
Nursing Management - UK, May2009,
Vol. 16 Issue 2, p5-5, 1/3p
Abstract: The article reports on the results of a review of medical care in Great Britain that was conducted by Great Britain's Healthcare Commission in 2009. The review found that many of the country's National Health Service trusts are failing to meet the basic requirements for promoting race equality, and that only one third of the trusts were meeting legal requirements by collecting and publishing data on their equality policies. http://search.ebscohost.com/login.aspx?direct=true&db=heh&an=40313303&site=ehost-live

Working Time Directive video

2009-07-23T05:59:00.000-07:00

With the August deadline approaching for compliance with the Working Time Directive, trusts are required to reduce doctors hours to 48 hours a week.
This video looks at how two trusts have successfully achieved compliance with solutions that promote more efficient and effective ways of working.
Since introducing the initiatives, Guys and St Thomas' NHS Foundation Trust have reduced mortality rates and serious untoward incidents and NHS North West have reported improved wellbeing of doctors.
Click here to view the video: http://www.healthexec.tv/cgi-bin/details.pl?action=pre&id=639
[depending on your PC it may take some time to load]
Both trusts received support from the Skills for Health Workforce Project Team. You can take part in their interactive Junior Doctors' and EWTD Q&A session on 30th July at 10.30am.
Click to register here: www.healthcareworkforce.nhs.uk/jd

Knowledge Workers & Knowledge Work report

2009-07-23T05:55:00.000-07:00

Employees' skills and talents are being wasted in organisations that tie them up in rules and procedures - so says the recent report for the Work Foundation research consultancy. The 88 page report is entitled Knowledge Workers and Knowledge Work. 2011 UK workers were surveyed for the report.

Journal of Nursing Management Vol 17 No 4 2009

2009-06-15T02:58:00.000-07:00

Evidence-based human resource management: a study of nurse leaders' resource allocation
by Lisbeth Fagerstrom,
lisbeth.fagerstrom@hibu.no
ABSTRACT
Aims The aims were to illustrate how the RAFAELA system can be used to facilitate evidence-based human resource management.
Background The theoretical framework of the RAFAELA system is based on a holistic view of humankind and a view of leadership founded on human resource management.
Methods Nine wards from three central hospitals in Finland participated in the study. The data, stemming from 2006–2007, were taken from the critical indicators (ward-related and nursing intensity information) for national benchmarking used in the RAFAELA system. The data were analysed descriptively.
Results The daily nursing resources per classified patient ratio is a more specific method of measurement than the nurse-to-patient ratio. For four wards, the nursing intensity per nurse surpassed the optimal level 34% to 62.2% of days. Resource allocation was clearly improved in that a better balance between patients' care needs and available nursing resources was maintained.
Conclusions The RAFAELA system provides a rational, systematic and objective foundation for evidence-based human resource management.
Implications for nursing management Data from a systematic use of the RAFAELA system offer objective facts and motives for evidence-based decision making in human resource management, and will therefore enhance the nurse leaders' evidence and scientific based way of working.

BMJ no.338 8 Jun 2009

2009-06-15T02:52:00.000-07:00

The future of female doctors [editorial]
Graham Winyard
Women will form the majority of doctors in the NHS within 10 years. The suggestion by Professor Carol Black that the future of British medicine might be endangered by this feminisation of the medical workforce generated both media hyperbole and serious debate.1 2 By raising these issues directly, Prof Black crystallised a range of professional concerns and made it legitimate to discuss fears and perspectives that might otherwise have been dismissed as politically incorrect, or worse.

Report says workforce planning must accommodate part time working for female doctors
Susan Mayor
Workforce planning for doctors in the NHS must take account of female doctors’ preference for part time or other forms of flexible working, recommends a report published this week.
The Royal College of Physicians commissioned the report in response to the rapid rise in the number of women entering the medical profession at undergraduate level.
More than half (57%) of all new medical students are female. The number of women entering medical school has increased 10-fold since the early 1960s. The number of men has only doubled over this time. If current trends continue, most GPs will be women by 2013, and most of all doctors after 2017.

Career progression and destinations, comparing men and women in the NHS: postal questionnaire surveys
Kathryn S Taylor, Trevor W Lambert, and Michael J Goldacre
Conclusions Women not progressing as far and as fast as men was, generally, a reflection of not having always worked full time rather than their sex. The findings suggest that women do not generally encounter direct discrimination; however, the possibility that indirect discrimination, such as lack of opportunities for part time work, has influenced choice of specialty cannot be ruled out.

Tracking the whereabouts of employees

2009-06-15T02:46:00.000-07:00

DEBATE. (not NHS-related)
Director (00123242), May2009, Vol. 62 Issue 10, p20-20, 1p;
Abstract: The article presents conflicting views on whether employers be allowed to track the whereabouts of their staff. Andrew Overton, managing director of VeriLocation, favors tracking the whereabouts of employees because directors are personally responsible for the safety of lone workers under the British Health & Safety at Work and Corporate Manslaughter Acts. On the other hand, Alison Balchin argues against monitoring employees based on the right to privacy.

Tips on how to manage and assess medical staff in UK

2009-06-15T02:44:00.000-07:00

How to manage and appraise staff.
By: Arthur, Annette.
GP: General Practitioner, 4/10/2009, p52-52, 1p;
Abstract: The article offers management tips on how to manage and assess medical staff in Great Britain. It notes that conducting regular appraisals of all staff who have input into the dispensing function is the best way in maintaining efficiency. Effective and recognised line management for dispensing staff should be ensured. The expectations of the dispensers and the duties that they are to perform should also be clear.

Bereavement and the workplace

2009-06-15T02:41:00.000-07:00

Empowering People at Work in the Face of Death and Bereavement.
By: Charles-Edwards, David.
Death Studies, May2009, Vol. 33 Issue 5, p420-436, 17p;
Abstract: How people respond at work may have a critical part to play in how bereaved or terminally ill colleagues manage their grief and their lives. Although counselors, human resources, occupational health staff, and others may have an important back-up role to play, pivotal support needs to come from line managers, colleagues, and, where they exist, trade union or other staff representatives. If bereavement is seen exclusively as a specialist area, managers and others can be discouraged and feel disabled from intelligently supporting the staff with whom they work. Alternatively it can be a reason for ignoring the issue. A workplace culture is needed where people are inspired and empowered to be human and humane for the sake of the motivation and indirectly the effectiveness of the people who work there.

NICE guidance - staff mental wellbeing

2009-04-21T03:18:00.001-07:00

Promoting wellbeing at work
Guidance for employers on promoting mental wellbeing through productive and healthy working conditions
Status: In progress
Expected date of issue: October 2009

Institute for Employment Studies HR Network website

2009-04-09T07:29:00.000-07:00

Institute for Employment Studies HR Network website
We have a regional password for this site. We can download the full text of research publications and other information material- it’s well worth a look. Contact the Health Sciences Library for details of how to access this resource.

Race equality report - Healthcare Commission

2009-04-08T03:44:00.000-07:00

Tackling the challenge: Promoting race equality in the NHS in England (PDF, 868KB, opens in new window)
A report into the extent to which the NHS in England is meeting the legal basic building blocks in promoting race equality.
Publication date:
Mar 2009
Author: Healthcare Commission

Trusts slow to promote race equality [BMJ]

2009-04-08T03:42:00.000-07:00

Published 1 April 2009, Cite this as: BMJ 2009;338:b1357
News
Trusts are making slow progress in promoting race equality, says Healthcare Commission
Caroline White
Many NHS trusts in England are still failing to meet minimum statutory standards on race equality, concludes the health services watchdog, the Healthcare Commission, in a report published this week.
A breach of the legislation will count against trusts in their annual health check, the commission warns, in one of its last acts before being subsumed into the new Quality Care Commission on 1 April.

Work-based learning of nurses - report

2009-03-27T04:32:00.000-07:00

A realistic longitudinal evaluation of work-based learning of qualified nurses.
By Lesley Moore and Jane Bridger
University of West of England and the Burdett Trust for Nursing, July 2008

Job evaluation revival

2009-03-27T04:21:00.000-07:00

Level pegging. By Brown, Duncan; Dive, Brian.
People Management, 1/15/2009, Vol. 15 Issue 2, p26-29
Abstract: The article presents information on the revival job evaluation for employees in Great Britain. The latest job evaluation survey by British-based reward website e-reward reveals a picture of surprisingly robust health and expansion, rather than decay, in organisations employing a total of almost one million people. It discusses how job evaluation practice can change the economic climate. The work levels technique is one of several new approaches to fuse job evaluation with organizational design and talent management considerations. http://search.ebscohost.com/login.aspx?direct=true&db=heh&an=36323273&site=ehost-live

Health & wellbeing - economic downturn

2009-03-27T04:20:00.000-07:00

Feeling the pinch. By Paton, Nic.
Occupational Health, Dec2008, Vol. 60 Issue 12, p18-20
Abstract: The article looks at the effect the economic downturn will have on workforce's health and wellbeing in Great Britain. It says that amid the economic downturn, more people are struggling into work despite being ill. A report in October 2008 by health insurer HSA found that more than four out of 10 workers felt they were less likely to take time off during a slowdown, with three-quarters of human resource (HR) professionals agreeing that employees were less likely to take time off sick as a result of job security worries. http://search.ebscohost.com/login.aspx?direct=true&db=heh&an=36120985&site=ehost-live

Bullying at work

2009-03-27T04:18:00.000-07:00

NEWS FROM Personnel today.
Occupational Health, Dec2008, Vol. 60 Issue 12, p4-4, 1/4p
Abstract: This section offers news briefs on personnel management in Great Britain. According to a report published to coincide with Ban Bullying at Work Day, the level of bullying at work is still too high and employers stand accused of failing to tackle the issue effectively. Penny de Valk of the Institute of Leadership and Management has warned that line managers will come under increased stress and pressure during the economic downturn, affecting their teams' productivity. It is also reported that most employers underestimate absence levels by almost 20%. http://search.ebscohost.com/login.aspx?direct=true&db=heh&an=36120963&site=ehost-live

Sexual orientation : a practical guide

2009-03-06T01:28:00.000-08:00

Sexual orientation : a practical guide
This new 85 page document gives practical advice to enable NHS organisations to address their responsibilities relating to sexual orientation and employment or healthcare delivery.
Paper copies available in the Health Sciences Library at Macclesfield.

Simulation and animation for adopting shared services: Evaluating and comparing alternative arrangements

2009-01-19T04:24:00.000-08:00

Simulation and animation for adopting shared services: Evaluating and comparing alternative arrangements.
Preview By: Janssen, Marijn; Joha, Anton; Zuurmond, Arre.
Government Information Quarterly, Jan2009, Vol. 26 Issue 1, p15-24, 10p;
Abstract: Although shared service organizations have the potential to improve government operations, the adoption of the organizational arrangements involved has been limited. Their impact may not be clear in advance and stakeholders may have conceptions about shared service arrangements. As such, there is a need for support for the adoption of shared services. In this paper, we develop and statistically validate simulation models to evaluate the impact of shared services, and in this way support their adoption. We analyze a case study involving municipalities that wanted to share services and found that simulation models facilitate discussions about alternative arrangements prior to implementation. The simulation models show that shared services can result in improved efficiency and service levels. However, the type of arrangement determines the level of efficiency, as high service levels can only be realized at the expense of efficiency, which means that the decision about the type of arrangement is not obvious. Decision-makers should understand the implications of shared service arrangement prior to implementation and make decisions with regard to key design variables.

Designing and Implementing a Shared Services Concept

2009-01-19T04:11:00.000-08:00

Full Disclosure: The Basics of Designing and Implementing a Shared Services Concept.
Carr, Matthew
Business Credit, Jan2009, Vol. 111 Issue 1, p50-53, 4p

Workforce projects

2009-01-19T02:36:00.001-08:00

Workforce projects.
By: Shires, Daniel.
Nursing Management - UK, Dec2008, Vol. 15 Issue 8, p18-19, 2p
Abstract: This article explains why the British National Health Service (NHS) needs the right staff in the right place with the right skills at the right time. It discusses the aims to develop and manage national competencies and profiles and to improve skills, education and training supply for the country's healthcare workforce. It also covers the development of several generic and specific tools and resources by the Workforce Projects Team to support planning staff from across the sector.

How the GMS pay revolution works

2009-01-19T02:35:00.001-08:00

How the GMS pay revolution works.
By: Middlemiss, Prisca; Bostock, Nick. GP: General Practitioner, 10/24/2008, p15-15, 1p; Abstract: The article reports on the implications for the agreement between the General Practitioners Committee (GPC) and the National Health Service Employers pertaining to the Minimum Practice Income Guarantee or framework pay of general practitioners in Great Britain. In this context, it has been agreed that the GPC and NHS Employers will create quality framework pay. Practices with low prevalence will no longer be rounded up in the national range of practice.

Pay framework

2009-01-19T02:34:00.000-08:00

Pay framework for very senior managers in strategic and special health authorities, primary care trusts and ambulance trusts: updated 22 October 2008
By Health Management Specialist Library
The framework covers: chief executives, executive directors (except medical directors and directors of public health) and others with board level responsibility who report directly to the chief executive. The framework document includes details of the dates from which the new arrangements will apply to different organisations and staff. (DH - publications)

The Learning Organisation

2009-01-19T02:33:00.002-08:00

The Learning Organisation: Validating A Measuring Instrument.
By de Villiers, W. A.
Journal of Applied Business Research; 09/01/2008

Managing performance - nursing staff

2009-01-19T02:33:00.001-08:00

Managing performance.
By Ellis, Judith
Nursing Management - UK; 04/01/2008The article explains the need to recognize and manage poor performance among nurses. Nursing is and should be seen as an honorable profession. Nurses' professional concerns include not only achieving the standards set out by the Nursing and Midwifery Council (NMC), but also the quality of total patient experience and the health care of the communities they serve. The Department of Health has published guidance about what constitutes poor performance and a set of principles for handling concerns about staff performance.

Update for pre-employment checks

2009-01-19T02:30:00.000-08:00

Update for pre-employment checks.
By Harrison, Sarah; Lipley, Nick
Nursing Management - UK; 04/01/2008The article reports on a set of standards that was updated by the British National Health Service (NHS) Employers to help senior nurses and other staff to meet all the necessary requirements of pre-employment checks. The standards are designed to ensure that the requirements for vetting staff are clear to employers, and that they reassure the public, patients and staff. In addition, the standards encompass new Home Office rules to prevent people from working illegally.

FMed3 certificate

2009-01-19T02:28:00.000-08:00

Draft 'well note' fit for HR but not for doctors.By Phillips, Lucy
People Management; 10/16/2008
The article discusses the conflicting reactions of human resources (HR) professionals and doctors to the revised FMed3 certificate in Great Britain. The new well note allows doctors to say whether patients are fit for work, or fit for some work, and also allows general practitioners (GP) to suggest changes to work or hours of labor. Chartered Institute of Personnel and Development (CIPD) members were asked to assess the usefulness of the back-to-work advice provided by GP trialling the form.

New book in the Library

2008-11-27T01:49:00.000-08:00

Successful interviewing and recruitment by Rob Yeung. 2008
Shelved at 658.31124 YEU

Extraordinary: book of 60 staff stories

2008-11-03T07:28:00.001-08:00

As part of NHS Employers' 60th anniversary campaign, a book has been produced of 60 staff and their stories, representing a snapshot of the NHS today. Titled Extraordinary, it celebrates ordinary people doing extraordinary things, with a focus on what makes NHS staff proud of their work.
The book is being launched at the opening night reception at NHS Employers' annual conference and exhibition on 4 November 2008. Every staff member featured in the book and each NHS trust will receive a free copy of the book and copies will be available, at a cost of £19.95, from this website.

GPs can beat off the competition

2008-11-03T07:09:00.000-08:00

GPs can beat off the competition. By: Ireland, Tom.
GP: General Practitioner, 9/19/2008, p50-50, 1p
Abstract: The article focuses on the success of general practitioners (GPs) in beating off the competition for bidding contracts in Great Britain. Dr. James Kennedy, medical director of Take Care Now Ltd., takes the fourth largest co-op in the country which is accountable for providing sexual health services. Dr. Sanjay Pitalia, GP of SSP Health, wins over tenders for 11 practices for providing health services at Bolton General Practice. Strong corporate capability and human resources are discussed.

Primary health care : WHO report 2008

2008-11-03T07:06:00.000-08:00

Primary health care : now more than ever. the WHO 2008 report
This 148-page report includes an introduction and overview, and chapters on "the challenges of a changing world", "advancing and sustaining universal coverage", "primary care : putting people first", "public policies for the public's health", "leadership and effective government", and "the way forward". It includes much data presented graphically.

Linking Learning Programmes with the KSF

2008-11-03T07:00:00.001-08:00

The information below may be of interest on mapping the KSF to education provision and Health Learning and Advice Line.
Linking Learning Programmes with the KSF

NHS North West Workforce and Education Strategy

2008-11-03T06:58:00.001-08:00

NHS North West has published a 10 year workforce and education strategy. There will now be a three month consultation period, and we would like to invite NHS staff, stakeholders and members of the public to let us have their comments.
A full copy of the report can be found here Link
An executive summary can be found here Link
If you would like to comment on the strategy, you can do so on-line - Link

Are global trade unions the shape of things to come?

2008-09-30T07:29:00.000-07:00

Are global trade unions the shape of things to come?
People Management, 9/4/2008, Vol. 14 Issue 18, p40-40
Abstract: The article discusses the move of labour unions towards confronting the evils of corporate globalisation. The merger of Unite and USW aims to share knowledge about employment practices across borders, exert pressure and challenge employers' activities relating to private equity, offshoring, health and safety, healthcare and pensions. This change in tactics is bound to make a difference to British employers in the long term, the author says. Unions will try to gain leverage in one country by exerting pressure in another.

EWTD and anaesthetic training

2008-09-30T07:27:00.000-07:00

An investigation into how the European Working Time Directive has affected anaesthetic training
Andrew R Bowhay
Background: The European Working Time Directive (EWTD) became law in 1993 but only applied to doctors in training in the United Kingdom in 2004. The trainees have in consequence had a reduction in their working hours but also a change to a shift pattern of working. For craft specialities, such as anaesthesia, there are concerns that a reduction in working hours has also led to a reduction in the time available for learning and that ultimately this may affect patient care. However, there is scant research on the perceptions of trainees concerning the impact of the EWTD on their training and working lives. This study investigated what the anaesthetic Specialist Registrars (SpRs) on the Mersey Deanery SpR rotation perceived to be training and also what effect the EWTD has had on that training and their quality of life, both within and outside work. Methods: The project was a cross sectional survey, using a quantitative questionnaire with qualitative free text comments which were aggregated into overarching themes and sub themes. Results: 117 SpRs were sent questionnaires in April 2005; 73 completed questionnaires were returned (response rate 62.4%). Hierarchies of training opportunities emerged with training by consultants being most valued. 71.8% (95% CI 60.7 â€“ 81.3) of trainees believed the EWTD has had a deleterious effect on their training and experience and 74.3% (95% CI 63.2 â€“ 83.4) thought that they will be less prepared for a consultant post. 69.9% (95% CI 58.7 â€“ 79.5) considered that their quality of life outside work had deteriorated, with only 15% (95% CI 8.3 â€“ 24.6) finding improvement. 38.6% (95% CI 27.8 â€“ 50.3) felt that they were not functioning as well as doctors, only 14.3% (95% CI 7.6 â€“ 23.9) noting improvement. The trainees were still positive about anaesthesia and 73.2% (95% CI 62.2 â€“ 82.5) would recommend this specialty to a student. Conclusion: The majority of anaesthetic SpRs in the Mersey Deanery have not welcomed the changes brought by the EWTD to their training, experience and quality of life outside work.

Workplace productivity is hampered by the failure of workers to take regular lunch breaks

2008-09-30T06:56:00.000-07:00

People Management; 08/21/2008
A study by human resource (HR) consultancy Chiumento reveals that workplace productivity is hampered by the failure of workers to take regular lunch breaks. Great Britain's Commission for Employment and Skills (UKCES) is seeking the views of HR professionals for a major review of employer investment in training. A study commissioned by the Department for Work and Pensions (DWP) suggests that good workplace management can help employees with health problems return to work.

Darzi Review - occupational health

2008-09-30T06:45:00.000-07:00

Darzi's report is required reading for all in OH.
By: Preece, Richard.
Occupational Health
Jul2008, Vol. 60 Issue 7, p10-
Abstract: The author argues that occupational health in the British National Health Service (NHS) will not be taken seriously until it is out of human resource (HR). The author mentions the pledges made by Lord Darzi on occupational health in his review of the NHS. The pledges provide a standard for future change in health provision that will be applied to the NHS. While they are directed towards primary care trusts (PCT), they provide a new benchmark for others that provide health services to the public sector, the author said.

HR Effectiveness Model and Toolkit (Ireland)

2008-09-26T07:33:00.000-07:00

HR Effectiveness Model & Toolkit
HR Effectiveness Planning and Execution for HR Managers in the Health Service
Issued : Sunday 30 October, 2005
Brief Description
The link between HR activity and organisation performance has in the past been difficult to demonstrate convincingly, due largely to deficiencies in our approaches and tools in measuring 'soft' HR processes and outcomes.
The development and improvement of reliable measurement methods will facilitate more effective and relevant benchmarking of practices between comparator organisations within and outside the Irish health service.
Improved measurement of human resources activity will also lead to more rational and productive choices about managing people and allocating scarce resources more effectively.
This HR Effectiveness Model and Toolkit aims to provide
a practical and consistent methodology for HR effectiveness planning and measurement capable of being adopted across the Irish health sector for the majority of HR initiatives
initial sample data collection and measurement tools that will assist each stage of the data collection and evaluation process.

New Library book

2008-09-26T06:52:00.000-07:00

NHS Institute for Innovation and Improvement
Quality improvement : theory and practice in healthcare by Ruth Boaden et al
Shelved at 362.10942 BOA

NEWS IN BRIEF. People Management, 8/7/2008

2008-09-17T08:04:00.000-07:00

NEWS IN BRIEF. People Management, 8/7/2008,
Vol. 14 Issue 16, p9-9, 1/2p;
Abstract: The section offers news briefs on the field of people management in Great Britain as of August 2008.
The Lincolnshire Partnership National Health Service (NHS) Foundation Trust will pay employees for their cycling efforts.
The charity Refuge and the City of London Safer City Partnership created a CD-ROM for human resource (HR) professionals helps them to support employees suffering domestic violence.
The Chartered Institute of Personnel and Development released a guide that offers advice on setting up an effective partnership and monitoring its success. http://search.ebscohost.com/login.aspx?direct=true&db=heh&an=34014307&site=ehost-live

New books in the Library

2008-07-11T06:09:00.001-07:00

The following books have been added to stock in the Health Sciences Library:
Statt: Psychology and the world of work. 2nd ed. 2004
Shelved at 158.7

Moon: A handbook of reflective and experiential learning. 2004
Shelved at 370.1523

Moon: Reflection in learning and professional development. 2004
Shelved at 370.1523

What matters to staff in the NHS?

2008-07-09T08:09:00.000-07:00

This research study, conducted for the Department of Health by Ipsos MORI, identifies the major emotional and behaviour drivers contributing to staff engagement and motivation to provide high quality patient care. The work has informed the Next Stage Review and the development of the draft NHS Constitution.

Pay NHS leaders more - says Gerry Robinson

2008-07-09T07:50:00.001-07:00

'NHS must respect -- and pay -- leaders more.'.
Brockett, James. People Management, 5/29/2008, Vol. 14 Issue 11, p14-14
Abstract: The article states that the British National Health Service (NHS) should be prepared to pay more money to get the best leaders and managers, according to management guru Gerry Robinson. Robinson said that while the health service was prepared to invest in medical technology, it often did not invest in getting the right people. The biggest problem in the NHS is the quality of management, he added. He also noted that the key elements of leadership were clarity, consistency, courage and taking responsibility.

Outsourcing recruitment in the NHS

2008-07-09T07:49:00.001-07:00

Outsourcing recruitment 'would free up HR to focus on other priorities.'.
Chubb, Laura. People Management, 5/29/2008, Vol. 14 Issue 11, p9-9, 0p
Abstract: The article presents the message delivered by NHS Employers deputy director Sian Thomas at The Changing Face of the HR Function conference concerning recruitment outsourcing in Great Britain. Thomas admitted that there was not a lot of outsourcing in the NHS because the NHS is inherently risk averse, and outsourcing is inherently risky. But she said she could not understand why there was not more outsourcing of recruitment in general. She added that outsourcing works if there is an internal change management process.

Corporate Manslaughter and Corporate Homicide Act 2007

2008-07-09T07:48:00.002-07:00

ACT MAY LEAD TO ORGANISATIONAL MAKEOVERS.
Leckie, David; Tynan, Roger.
People Management, 4/3/2008, Vol. 14 Issue 7, p19-19, 1p
Abstract: In this article, the authors offer ideas to employers for complying with the Corporate Manslaughter and Corporate Homicide Act of 2007 in Great Britain. According to the authors, employers could have to amend contracts and reporting lines to protect against prosecutions under the law. They suggest that the human resource department will need to interact more closely with health and safety managers and senior team members to work out exactly who will be defined as senior management needed for the law.

Health services across the globe are struggling with workforce planning

2008-07-09T07:48:00.001-07:00

World's health services must plan ahead more.
Phillips, Lucy
People Management, 4/17/2008, Vol. 14 Issue 8, p8-8
Abstract: The article focuses on the claim made by Martyn Dell of the National Health Service (NHS) Workforce Review team, that health services across the globe are struggling with workforce planning. The Workforce Review team commissioned the Institute for Employment Research at Warwick University to carry out the study following heavy criticism of workforce planning in the NHS by the Health Select Committee in 2007.

Sickness absence down slightly in 2007

2008-06-25T03:04:00.002-07:00

Sickness absence down slightly in 2007.
Occupational Health, Jun2008, Vol. 60 Issue 6, p8-8
Abstract: This article looks at the results of a survey by the Confederation of British Industry/AXA on sickness absences in 2007. According to the survey, slightly fewer days were lost to absences in 2007, with British employees taking an average of 6.7 days off each. The direct cost of workplace absence was more than £13 billion (bn), rising when indirect costs were included to £20bn, it calculated. 85% of employers thought closer monitoring of absence was key to the declining absence rates and 83% cited improved attendance management policies.

Lie detectors set to identify 'sickie' takers

2008-06-25T03:04:00.001-07:00

Lie detectors set to identify 'sickie' takers.
Occupational Health
Jun2008, Vol. 60 Issue 6, p5-5
Abstract: This article reports on the possible use of lie detectors in detecting if British workers are falsely calling in sick. A year-long pilot at Harrow Borough Council used the Voice Risk Analysis system to detect false benefit claims. Susan Anderson of the Confederation of British Industry (CBI) conceded that the technology could be very useful, but warned against employers behaving like "Big Brother" and said that a detector needed to be used as part of a range of incentives and penalties.

Right to train - Cabinet Office announcement

2008-06-20T04:37:00.000-07:00

Millions of workers set to benefit from right to request time to train

Denham launches consultation on how new entitlement will work, challenging employers who offer no staff training
The details of how up to 22 million workers in England will be able to use a new legal right to request time to train were outlined today by John Denham, Secretary of State for Innovation, Universities and Skills.
Publishing a consultation into how the new right will work, Mr Denham said he expected around 300,000 people a year to receive skills training who otherwise would not as a result of legislation which could be in place by 2010, subject to its passage through Parliament.
One third of employers do not train their staff and eight million employees receive no kind of training at all every year. Ministers believe a legal right to request time to train will help ensure that training is taken seriously by all employers.

Royal Berkshire 'saves £1m' with e-rostering

2008-06-13T04:31:00.000-07:00

Royal Berkshire 'saves £1m' with e-rostering
11 Jun 2008
New workforce management software has helped the Royal Berkshire NHS Foundation Trust to save more than £1m in the system’s first year of operation.
Optimize-Roster, a new e-rostering system developed by HR software specialist Powertec jointly with the trust, interfaces with the NHS Electronic Staff Record (ESR).
It enables staff to enter shift requests directly into the system and provides tools to help managers match these to ward or department requirements. The system also analyses each roster, and tracks contracted hours, absence and lost time.
Powertec claims that Optimize-Roster can reduce bank and agency usage by at least 50%, reduce sickness levels, and achieve a 5% saving on nursing staff costs. In a typical NHS trust, it claims this will amount to £1m a year.
The company already works with 30 NHS trusts. With the national switch to ESR completed in March, it wanted a new e-rostering system that could work alongside the ESR.
Powertec’s managing director, Tony Ive, told E-Health Insider: “We have been working on the system with Royal Berkshire NHS Foundation Trust for several years, as they had a need for a new rostering system to work with the new NHS ESR.
“In April 2005, we went live with the nursing teams in intensive care and accident and emergency. Over the past two years, we have been adding in all the other nurses, as well as areas known as ‘other clinicals’ - such as radiology and pathology staff - and also non-clinical staff, such as porters. Doctors will be next.”
Clare Edmondson, trust director of workforce development and HR, says the system has “delivered great benefits, not only in terms of benefits to patients, to staff and to our ward managers, but also to our financial efficiency.
“Optimize-Roster has helped us to deliver in excess of £1m saving on our pay bill, largely in nursing costs. It has undoubtedly exceeded our expectations.”
Ive added: “NHS trusts need software like this to introduce flexible working policies in line with the Improving Working Lives Standard, as well as to achieve full integration with HR and payroll systems and, crucially, to reduce expenditure on temporary staff
“Staff costs represent 75% of NHS expenditure, so the way staff are rostered has a very significant impact on a trust’s expenditure. Monitoring staff time to ensure it is used to maximum benefit is critical. The pilot at Royal Berkshire has demonstrated just how beneficial systems like this could be.”
Royal Berkshire NHS Foundation Trust employs 4,500 staff and wanted to find a way of introducing more flexible working practices. It was also looking to achieve cost savings through a reduction in the use of expensive temporary staff.
Nigel Davies, chief nurse and director of public and patient affairs at the trust, said: “Optimize-Roster has been a real benefit from a clinical governance perspective.
“As director of nursing, I now have the assurance that we can drill down and know who was working where and when for any shift - whether that’s our own permanent staff or temporary staff.
“The establishments are uploaded to the system and then ward managers can see, according to a coloured flag, whether they’ve got too many staff - or indeed not enough staff - rostered for each shift. Also within the system we can see what skills we have per shift.
“Therefore, the system has helped us improve the care we provide to patients by ensuring we have the right establishment and skill mix in place on each ward.”
Link
Optimize-Roster

Disclosure of employee information under TUPE

2008-06-13T04:30:00.001-07:00

Disclosure of employee information under TUPE
Information Commissioner's Office
2008
Abstract
The Information Commissioner has published a short Good Practice Note outlining what employers should do in terms of data protection under the TUPE regulations. The note covers what information on employees should be transferred on to the new employer on a transfer of undertakings, whether the TUPE regulations apply or not, what should be disclosed to the employee and what should be retained by the original employer.

Specification for PCT board development

2008-06-13T04:29:00.003-07:00

A board development specification has now been produced which PCTs can use locally to procure a board development programme. PCT board development has been identified as a key priority as part of the Department of Health’s world class commissioning programme. Following discussion with the ten strategic health authorities, DH has committed to leading this work at a national level.
(DH publications)

Pre registration education and funding for paramedics

2008-06-13T04:29:00.001-07:00

This document provides information on the transition to higher education for paramedic pre registration education. It describes the recommended education model and provides guidance on commissioning and funding education programmes. It is designed for use by SHAs, PCTs and ambulance trusts.
(DH publications)

World class commissioning update

2008-06-13T04:28:00.001-07:00

The DH has published its monthly progress report on the World Class Commissioning programme. This includes an update on the world class commissioning assurance handbook. This handbook provides a detailed explanation of the content of commissioning assurance, with a practical guide on how to follow the process.

HR in NHS must 'punch its weight'

2008-06-05T02:25:00.001-07:00

HR in NHS must 'punch its weight'.
Phillips, Lucy
People Management; 1/24/2008, Vol. 14 Issue 2, p12-12, 1/4p
Abstract:
The article deals with the report "Improving Health Through Human Resource (HR) Management," from the Chartered Institute of Personnel and Development. The report emphasizes the need for HR professionals working in the National Health Service to punch their weight in order to improve the organisation's performance. The report also identifies the important role that HR has in communication between management and staff. In particular, HR must help employees understand organisation targets and league tables.

TRACEY AZZARD - her diary

2008-06-05T02:24:00.001-07:00

TRACEY AZZARD
Azzard, Tracey
Occupational Health; Feb2008, Vol. 60 Issue 2, p25-25, 1/3p
Abstract:
The author reflects on her experiences in complying with the decision of their human resource (HR) head Martin Tallow to make well being a priority. The author is an occupational health (OH) manager in Great Britain. She said that the promotion of well being in their workplace made her lose weight. However, she revealed that such decision negatively influenced the morale of their employees.

In the driving seat

2008-06-05T02:22:00.000-07:00

In the driving seat.
Paton, Nic
People Management; 2/21/2008, Vol. 14 Issue 4, Special section p12-14, 3p
The article reports on the need for workplace health and well-being initiatives for employees in Great Britain. It is mentioned that costs for workplace absences have been affecting companies. It is stated that the difficulty for human resource (HR) professionals charged with managing health issues is that they are struggling to persuade the board to provide more cash to the initiatives. A survey by consultancy Towers Perring found that a fewer than a third of worker-respondents felt that their senior managers took interest in their well-being.

Shared services works for Scottish government.

2008-06-01T12:10:00.000-07:00

Shared services works for Scottish government.
Griffiths, Julie.
People Management, 2/21/2008, Vol. 14 Issue 4, p13-13, 1/3p;
HTML Full Text PDF Full Text

Article by Peter Reilly

2008-06-01T12:07:00.000-07:00

Facing up TO THE FACTS.
Reilly, Peter.
People Management, 9/20/2007, Vol. 13 Issue 19, p42-45, 4p;
HTML Full Text PDF Full Text(2MB)

The Four Things a Service Business Must Get Right.

2008-06-01T12:05:00.000-07:00

The Four Things a Service Business Must Get Right.
Frei, Frances X..
Harvard Business Review, Apr2008, Vol. 86 Issue 4, p70-80, 11p, 6 illustrations, 3 graphs;
HTML Full Text PDF Full Text

2008-06-01T11:48:00.000-07:00

Overcoming change fatigue: lessons from Glasgow's National Health Service.
Maclntosh, Robert; Beech, Nic; McQueen, Juli; Reid, Ian.
Journal of Business Strategy, 2007, Vol. 28 Issue 6, p18-24, 5p, 1 chart, 5 bw

The Black Report: key roles

2008-06-01T10:36:00.000-07:00

The Black Report: key roles.
O'Reilly, Noel
Occupational Health; May2008, Vol. 60 Issue 5, p22-24, 3p, 2 color
The article summarizes the key roles of occupational health (OH) personnel in Great Britain, discussed in Dame Carol Black's report, "Working for a Healthier Tomorrow." The report notes that the traditional role of being concerned with safety and controlling hazards in the workplace is already expanding to include the promotion of health and wellbeing. It discusses the roles of OH nurses, OH physicians, general practitioners, employers, human resources managers and line managers, among others.

HR in NHS fights to keep disgruntled UK doctors.

2008-06-01T10:35:00.000-07:00

HR in NHS fights to keep disgruntled UK doctors.
Griffiths, Julie
People Management; 2/7/2008, Vol. 14 Issue 3, p16-17, 2p
Abstract:
The article focuses on the role of human resources (HR) personnel in the National Health Service (NHS) in keeping doctors from working outside of Great Britain. Doctors protested against the Modernising Medical Careers system for junior doctors due to the flaws and perceived unfairness of the system. A common cause of disillusionment is picking the wrong specialty, and then finding switching is difficult or impossible.

How HR can play a role in supporting staff with cancer

2008-06-01T10:31:00.000-07:00

How HR can play a role in supporting staff with cancer.
Chubb, Laura
People Management; 11/29/2007, Vol. 13 Issue 24, p16-17, 2p

Abstract:
The article focuses on the Working through cancer campaign launched by Macmillan Cancer Support in Great Britain. According to Joan Coyle, director of central services at Macmillan, human resources (HR) is in a prime position to make good practice in this area really work for an organisation. She says HR professionals know about the soft side of dealing with people and supporting them through practical means, but they know about the hard side too.