Public Health England, November 2017
This interactive tool helps local decision-makers assess the health and financial benefits for individuals, the exchequer and wider society of helping people in their area back into work.
Click here to access the tool.
Royal College of Psychiatrists, November 2017
The latest Royal College of Psychiatrists workforce census of psychiatric staffing was run between April and September 2017 and provides a detailed analysis of the consultant and specialty doctor workforce in psychiatry across England, Scotland, Northern Ireland and Wales. The report find that:
- Levels of growth in filled consultant posts are largely static.
- There is an ongoing rise in the reported number of vacant or unfilled consultant posts across the UK, up from 5% (2013), 7% (2015) to 9% (2017).
- Vacancies in consultant posts are most acute in General, CAMHS, Old Age and Intellectual (Learning) Disability psychiatry.
- There has been a sharp increase in the use of locum specialty doctors, a reflection of the ongoing recruitment difficulties at that grade.
- A wide variation in the gender balance across different psychiatric specialities.
Click here to view the full report.
Click here to view the summary report.
Department of Work and Pensions, October 2017
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.
It includes a detailed analysis that explores the significant cost of poor mental health to UK businesses and the economy as a whole. Poor mental health costs employers between £33 billion and £42 billion a year, with an annual cost to the UK economy of between £74 billion and £99 billion.
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. It also details how large employers and the public sector can develop these standards further through a set of ‘mental health enhanced standards’. The review also makes a series of recommendations to government and other bodies.
Click here to read the full report.
NHS Employers, October 2017
Until recently, the routes to developing registered nurses within the workforce have been limited, with the university degree being the main way to train this group of staff. The introduction of the nursing degree apprenticeship gives a new opportunity for employers to train nurses, while the creation of the new nursing associate role can help to be a bridge between healthcare assistants and graduate registered nurses. This infographic provides a resource to support employers to make the most of the new and existing routes into nursing.
Click here to view the infographic.
Centre for Mental Health, September 2017
This report updates a calculation made ten years ago, when mental health problems in the UK workforce were estimated to cost employers almost £26 billion. It finds that the cost is now £34.9 billion as a result of inflation and a rise in the size of the workforce since 2007. This means that mental health problems cost £1,300 for every employee in the UK economy. The report finds that by far the largest part of the business cost is in the form of reduced productivity among people who are at work but unwell: or ‘presenteeism’. This costs businesses twice as much as sickness absence relating to poor mental health. The remainder of the cost relates to turnover – people leaving their jobs as a result of poor mental health.
Click here to read the full report.
Health & Care Professions Council, June 2017
This guidance outlines the requirements for coming back on to the HCPC register for people who have taken a break from practice or are considering taking a break. Registrants who have been out of practice for more than two years, and wish to return, are required to update their knowledge and skills in order to resume safe and effective practice.
Click here to view the guidance.
Timewise, June 2017
This report sets out a series of recommendations for industry, care providers and policymakers to help solve the social care system’s recruitment and retention crisis. The report argues that more flexible job design, rather than just a skills solution, is needed in order to improve the quality of care and provide a cost-efficient solution for employers who are significantly reducing the cost of staff turnover.
Click here to view the report.