Now available on demand
The wellbeing of its staff has always been a key issue for the NHS but the covid pandemic has brought the subject into focus like never before.
As well as staff deaths and illnesses from covid, the NHS is having to deal with staff suffering from ”long covid” and others who have suffered emotionally from the trauma of caring for so many desperately unwell patients.
Many others will not have suffered such high levels of pyschological trauma but will be feeling exhausted after working through the pandemic and may have lost touch with their motivation for working within the NHS. Burnout and compasssion fatigue may be buzz words but they may also accurately describe many NHS workers’ current state.
The is a latent risk for NHS organisations that this could lead to increased staff turnover and absenteeism, and ultimately impact on the quality of patient care.
But the need to support these staff also brings issues of equality and equity, and whether some staff should be treated differently.
This HSJ Webinar, run in association with IHI, was held on Tuesday 15 June and asked:
- What are the most pressing areas of staff wellbeing which NHS organisations need to consider as we come out of the pandemic? How are these likely to change over the next few months?
- What should the NHS do to ensure staff are treated equitably – not just equally – when issues of wellbeing are considered? What groups of staff are most in need of support around their wellbeing?
- How do NHS organisations need to engage with staff to ensure the right issues are addressed and to measure progress?
- What are the practical steps NHS organisations and their senior leaders can take to assist staff with their wellbeing over the next few months?
Alastair McLellan, editor, Wilmington Healthcare
Alastair McLellan has been the editor of HSJ, mostly, since 2002. He has overseen the launch of the award-winning HSJ Intelligence and HSJ Solutions and the move to make HSJ a purely digital service. Under Alastair’s leadership HSJ has been named specialist information service of the year three times since 2010.
Chair
Panellists
Pedro Delgado, vice president, Institute for Healthcare Improvement (IHI)
Pedro Delgado, vice president, Institute for Healthcare Improvement (IHI), has been a driving force in IHI’s global strategy and results. From work on reducing C-sections and healthcare-acquired infections in Brazil and several Latin American countries, to improving early years education in Chile, to improving patient safety in Portugal and mental health in London, Mr Delgado has led the key senior relationships and design and implementation of large-scale health system improvement efforts and networks globally. He is an instructor at the Harvard T.H. Chan School of Public Health.
Yvonne Coghill, special advisor on race and health, NHS Race and Health Observatory
Yvonne commenced nurse training at Central Middlesex Hospital in 1977, qualified as a general nurse in 1980 and later qualified in mental health nursing and health visiting. In 1986 she secured her first NHS management job and has since held a number of operational and strategic leadership posts. Yvonne is currently special advisor on race and health at the new NHS Race and Health Observatory and is a board member at the IHI.
Dr Chris Gordon, director of improvement, Barts Health Trust
Dr Chris Gordon is the director of improvement at Barts Health Trust where he is leading the development of a trustwide culture and practice of continuous quality improvement, focusing on outstanding patient safety, the best possible patient experience and a great place for people to work. A critical focus for the trust over the last year has been the welfare of our staff. Chris is a geriatrician by background with leadership experience across a range of NHS organisations.
Caroline Docking, assistant chief executive and director of communications and engagement, Newcastle Hospitals Foundation Trust
Caroline joined the Trust as director of communications and Engagement in October 2018, and became assistant chief executive in September 2019.
Her role encompasses ensuring that the trust communicates well with patients, staff and other stakeholders. She is also responsible for corporate governance, external affairs, the chief executive's directorate and the trust's charity.
Previously, Caroline has extensive experience of partnership working, communications, public involvement and NHS governance. She has worked in the private and voluntary sectors as well as NHS commissioning and mental health provider organisations.