Greater Manchester: Working Well Early impact assessment (Research Report No 946)

Learning and Work Institute, January 2018

This report is an early stage review of the impact of a local, integrated approach to support for long-term unemployed ESA claimants.  It aims to identify whether a locally designed and delivered approach to employment support, complemented by integrated local services, achieves better outcomes for long-term workless clients, with often complex and multiple needs, compared to the alternative Jobcentre Plus business as usual provision.  The Working Well Annual Report 2016 from the GMCA noted that there had been marked improvements in the mental and physical health, qualification/skills and work experience of individuals on the programme for 18 months or more. Whilst a similar pattern was evident for individuals who had been on the programme for a shorter period of time, the scale of improvement was lower.

Click here to view the full report.

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Retaining your clinical staff: a practical improvement resource

NHS Improvement, December 2017

This improvement resource outlines key steps to improving retention of clinical staff. It has distilled our advice from interviews with trust HR directors, directors of nursing and medical directors.  It recognises that no one action will boost retention on its own – sustained action in several areas is needed. It also acknowledges that external factors like private sector wage growth, the strength of the pound and the increasing demands of a clinical role in the NHS all make it difficult to retain staff.  Despite this there are factors in trusts’ control and trusts are exploiting these in their efforts to improve retention. These factors are covered in this resource.

Click here to view the resource.

Good work, wellbeing and changes in performance outcomes: illustrating the effects of good people management practices with an analysis of the National Health Service

What Works Wellbeing, December 2017

This report illustrates the effect of good people management with an analysis of the National Health Service.  The report found Trusts that made the most extensive use of good people management practices were over three times more likely to have the lowest levels of staff sickness absence and at least four times more likely to have the most satisfied patients. They were also more than twice as likely to have staff with the highest levels of job satisfaction compared to NHS Trusts that made least use of these practices, and over three times more likely to have staff with the highest levels of engagement. No link was found between people management practices and patient mortality.

Click here to view the full report.

Improving Lives: The Future of Work, Health and Disability

Department of Work and Pensions, December 2017

This paper that establishes how government, employers, charities, healthcare providers and local authorities will work to break down employment barriers for disabled people and people with health conditions over the next ten years. The actions outlined for health services focus on ensuring that health professionals are ready to talk about health barriers to work, timely access to appropriate treatments, and effective occupational health services accessible by all in work.

Click here to view the full report.

Thriving at Work: a review of mental health and employers

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.

Struggling to cope: mental health staff and services under pressure

UNISON, October 2017

This report by UNISON suggests that reduced funding to mental health services across the UK is leaving staff vulnerable to violence and aggression from patients, and means they cannot provide the level of care needed.  The report is the result of a survey of over 1,000 mental health employees across the UK, who work in a range of roles – with children and adults in hospitals, in secure units and out in the community.

Click here to view the report.

Mental health at work: the business costs ten years on

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.