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Showing results for tags 'Staff support'.
Found 863 results
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Content ArticleOne of the reasons why patient safety may be put at risk during healthcare interventions is a lack of staff adherence to patient safety guidelines. There could be a relationship between staff’s adherence to patient safety guidelines and their perceived level of reward for their work and/or motivation. This study from Asmoro et al. examined the relationship between reward and adherence to patient safety guidelines, and between motivation and adherence to patient safety guidelines, among nurses working in emergency departments (EDs) in Indonesia. They found that ensuring ED nurses are motivated for their work by offering rewards – such as a decent salary, a supportive workplace environment and career progression opportunities – is important to enhance their adherence to patient safety guidelines.
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Content ArticlePsychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. More than 20 years of research demonstrates that organisations with higher levels of psychological safety perform better on almost any metric or key performance indicator (KPI) in comparison to organisations that have low psychological safety. However, achieving psychological safety is a challenge in the complex, ever-evolving health and care systems in which we operate. In this guide, Professor Amy C. Edmondson shares insights that emerged from exploring the experience of differing Integrated Care Systems; a range of case studies, and a wealth of tools and resources. This guide is not a 'how to' for how to create psychological safety; it is more of a reflection on the opportunities and challenges in our health and care system, and how you might seek to work with them.
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Content ArticleOver the past year, delays in transferring patients from an ambulance to a hospital have risen exponentially. In April 2022 there were over 41,000 delays of over 60 minutes, up over a staggering 450 per cent in 12 months. This equates to 71,000 hours lost, with a significant risk of harm to patients, even though the proportion being taken to hospital by ambulance has fallen thanks to successful initiatives such as “hear and treat” and “see and treat”. These delays mean that, too often, ambulance crews are not able to respond to 999 calls from critically ill patients. Instead they are being held in “stacks” of hundreds each day – as ambulance control room teams strive to prioritise overstretched resources. The current reality is that crews are often waiting with patients in hospital corridors or outside, hearing urgent calls to which they are unable to respond. In addition to the direct impact on patients, this is incredibly demoralising, even traumatising, for many staff involved. So why is this happening? In an article for the Independent, Daren Mochrie, chair of AACE – the Association of Ambulance Chief Executives, and Saffron Cordrey, interim chief executive at NHS Provider, discusses what is happening in the NHS.
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Content ArticleRecent years have seen a surge in interest in the study of resilience in medical professionals. Concern has been expressed about the psychological wellbeing of doctors in general and of surgeons specifically, with increasing individual doctors’ resilience being suggested as a possible solution.1 However, there are potential risks as well as benefits to this focus on individual resilience. This article from Bolderston et al. explores both sides of the resilience coin, and considers potentially helpful ways of addressing psychological wellbeing and resilience in surgeons, including the development of an Acceptance and Commitment Therapy-based intervention.
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Content Article
Impact of adverse events on surgeons (April 2022)
Patient Safety Learning posted an article in Surgery
Surgeons are affected negatively when things go wrong. They may experience guilt, anxiety and reduced confidence following adverse events, which may lead to formal investigation and sanction. Medical errors have been linked with burnout, depression, suicidal ideation and reduced quality of life. This research from Turner et al. explores the impact of adverse events on UK surgeons’ health and wellbeing. Surgeons completed an online survey that involved recalling an error-based or complication-based event and answering questions regarding health, wellbeing and support seeking. -
Content ArticleThe King’s Fund was commissioned by NHS England to undertake a review of the leadership and culture of the Healthcare Safety Investigation Branch (HSIB), including the culture and leadership needed for success as the organisation moves towards a steady state of independence. This report contains the authors' findings, obtained from individual interviews, focus groups and staff survey results, previous reports and other relevant information. It also contains HSIB staff members' responses to the findings, reflections from The King’s Fund review team about what needs to change, and a plan for the future.
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Content ArticleReducing stress is an organisational imperative since workplace pressures continue to be one of the main causes of short and long-term absence. According to research undertaken by CIPD based on responses from 804 organisations, 79% of respondents report some stress-related absence in their organisation over the last year. Healthcare settings have an even higher rate of absence due to stress, yet there is reason to be optimistic that this could start to change when a new policy from NHS England is implemented, which recommends the use of After Action Review (AAR). In this blog, Judy Walker explains how AARs can play a key role in reducing stress for those who have been involved in clinical incidents.
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Content ArticleThis improvement tool is designed to help NHS organisations identify strengths their leadership team and organisation, and any gaps that need work, in seeking to create an environment where people feel safe to speak up with confidence. It should be used alongside Freedom to speak up: A guide for leaders in the NHS and organisations delivering NHS services, which provides full information about the areas addressed in the statements, as well as recommendations for further reading.
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Content ArticleThis guide provides ideas for how an organisation can adhere to the NHS principles for leaders and managers in seeking to create an environment where people feel safe to speak up with confidence. This guide is designed to be used by any senior team, owner or board in any organisation that delivers NHS commissioned services. This includes all aspects of primary care; secondary care; and independent providers.
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Content ArticleThis policy provides the minimum standard for local freedom to speak up policies across the NHS, so those who work in the NHS know how to speak up and what will happen when they do. All NHS organisations and others providing NHS healthcare services in primary and secondary care in England are required to adopt this policy. This includes a template where organisations can incorporate their own local information into the policy document.
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Content Article
In a series of blogs, Gina Winter-Bates, Associate Nurse Director Quality and Safety at Solent NHS Trust, shares her experience of implementing Safety Chats. In this final blog of the series, Gina shares the next steps for Safety Chats in her Trust and how they will be building more ways of supporting staff to discuss safety, to seek advice and support, and to receive clear assistance when things have gone wrong. -
Content Article
Deference to expertise: Making care safer (2017)
Patient Safety Learning posted an article in Good practice
Since the seminal report by the Institute of Medicine, To Err Is Human, was issued in 1999, significant efforts across the health care industry have been launched to improve the safety and quality of patient care. Recent advances in the safety of health care delivery have included commitment to creating high-reliability organisations (HROs) to enhance existing quality improvement activities. This article will explore key elements of the HRO concept of deference to expertise, describe the structural elements that support nurses and other personnel in speaking up, and provide examples of practical, evidence-based tools to help organizations support and encourage all members of the health care team to speak up. -
Content ArticleMedicines reconciliation is the process of accurately listing a person’s medicines. This could be when they're admitted into a service or when their treatment changes.
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Content ArticleThis report by NHS Confederation looks at the lived experience of senior black and minority ethnic leaders in the NHS. It is based on the findings of a survey and series of roundtables conducted by the BME Leadership Network in spring 2022, which focused on the challenges BME leaders face in relation to racism and discrimination as they move through their careers. The report highlights that: More than half of surveyed BME NHS leaders considered leaving the health service in the last three years because of their experience of racist treatment while performing their role as an NHS leader. Colleagues, leaders and managers seemed to be a particular source of racist treatment, more so than members of the public. This is concerning, given that the NHS has been prioritising equality, diversity and inclusion activities in recent years. This suggests that more focused efforts are required at every level to reduce the incidence of racist behaviour and to improve awareness among all staff of the impact of this type of discrimination. Only 10 per cent of leaders surveyed were confident that the NHS is delivering its commitment to combat institutional racism and reduce health inequalities. Senior BME staff reported low levels of confidence in their own organisations’ abilities to manage and support a pipeline of diverse talent and in the ability of the system to achieve this at a national level. Only a minority were confident they could rely on the support of colleagues to challenge racial discrimination, and a smaller minority believed they would be supported by NHS England and NHS Improvement if challenging prejudice or discrimination locally. Leaders described how structural and cultural issues within the NHS led to a situation where BME leaders were not present in sufficient numbers to generate a climate of inclusivity and were sometimes siloed in particular types of role. This helped to create a situation where career progression was felt to be unduly challenging and where neither succession planning nor talent development were occurring at sufficient scale to support the next generation of diverse leaders. Some leaders reported policing their own behaviour in the workplace and compromising their values in order to fit in. Being able to represent their own cultures and be themselves at work was a critically important goal for many. The report outlines that it is essential that BME leaders are able to see effective development programmes to support diverse talent, and that they are provided with the right support to feel secure in calling out unacceptable behaviour. It highlights that the NHS needs to do more to tackle cultures of discriminatory behaviour, provide personal support to current and aspiring leaders, and develop succession planning and talent development schemes.
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Content Article
BMA: Racism in medicine (15 June 2022)
Patient Safety Learning posted an article in Culture
This report presents the findings of the British Medical Association (BMA) racism in medicine survey, which ran from October to December 2021. The survey sought to gather evidence of the racism experienced by doctors and medical students working in the NHS, and the impact of these experiences on their working lives and their career opportunities. All doctors and medical students in the UK, from all ethnic backgrounds, were invited to participate. The survey received 2030 responses in total, making it one of the largest of its kind. It found a concerning level of racism in the medical profession, stemming from fellow doctors, other NHS staff, and patients. These experiences of racism present in a variety of forms in the institutions and structures of the medical profession- Posted
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Content Article
FrontlineBuddy
Patient Safety Learning posted an article in Suggest a useful website
The frontline continues to be long and hard. There will be a moment when we all need a 'Buddy'. There will be a moment when you will be a 'Buddy' for somebody else. FrontlineBuddy is underpinned by 4 fundamental principles. The aim is to create a Buddy MindSet that places “WE” at the very core. It impacts on how we ‘look out for each other’ and how we ‘relate to each other’ in our teams. It nurtures a shared language and framework that everyone understands and commits to. Take a look at the FrontlineBuddy website for training materials and advice on how you can apply FrontlineBuddy across your organisation and support your staff and colleagues. -
Content ArticleThis report outlines the results of a survey of 10,000 nursing staff in the UK carried out by the Royal College of Nursing (RCN). The survey highlighted stark differences in career progression and treatment in the workplace between White nurses and those from a mixed ethnic background, and Black and Asian nurses. In the 35-44 age group, 66% of White and 64% of respondents from mixed ethnic backgrounds said they’d been promoted. This dropped to just 38% of Asian and 35% of Black respondents. Black respondents working in both hospital (39%) and community (32%) settings are more likely to report having experienced physical abuse than respondents of other ethnic backgrounds. In response to these findings, the RCN is calling on the UK Government to reform human rights law to help tackle workplace racism, including introducing a legal requirement to eliminate disparities in recruitment, retention and career progression. They also want employers to have greater responsibility to protect minority ethnic groups from racism in all its forms.
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Content Article
Safety Chats: Part 3 - Starting the conversation
Gina Winter-Bates posted an article in Good practice
In a series of blogs, Gina Winter-Bates, Associate Nurse Director Quality and Safety at Solent NHS Trust, shares her experience of implementing Safety Chats. In Part 3, Gina shares with us how the Safety Chats were conducted and the key themes that came out of them, and what empowers and blocks staff in improving safety. -
Content ArticleThis report from the Royal College of Nursing (RCN) reveals the full extent of the UK nursing workforce crisis. In March 2022, nursing and midwifery staff from across the UK were invited to tell the RCN about their experiences of the last time they were at work. The survey report provides valuable insight into the realities of staffing levels across the UK, and the impact on our members and the people they are caring for.
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Content ArticleReturning to work as a nurse with Long Covid is thwart with difficulties in part due to its relapsing-remitting nature. Many nurses with Long Covid experience post-exertional malaise and symptom exacerbation if they push themselves and this may trigger a major relapse. This means that a return to work needs to be planned carefully. Dr Alison Twycross, Editor in Chief of Evidence-Based Nursing, speaks to two freelance consultants from Long Covid Work: Dr Clare Rayner, a consultant occupational physician, and Kirsty Stanley, Director, Occupational Therapist & Writer at Occupation4Life Ltd, about best practice in this context. They provide guidance for both employers and employees. Alison, Clare and Kirsty are also members of the Long Covid Support Employment Group.
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Content Article
UK Government guidance - Whistleblowing for employees
Patient-Safety-Learning posted an article in Whistle blowing
This guidance by the UK Government provides information and advice for employees who want to understand their rights regarding whistleblowing. It includes information on: What is a whistleblower? Who is protected by law Complaints that count as whistleblowing Who to tell and what to expect What to do if you're treated unfairly after whistleblowing -
Content ArticleAlready familiar to a number of NHS Trusts, Work In Confidence is a platform providing anonymity to those who wish to raise concerns.
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Content ArticleThe SingHealth Duke-NUS Institute for Patient Safety & Quality (IPSQ) based in Singapore has developed several training courses to improve the skills of healthcare workers in patient safety. The courses are part of the Academic Medicine – Enhancing Performance, Improving Care (AM-EPIC) Framework and cover six areas of competency: Patient safety Improvement sciences Innovation and system design Patient centeredness and advocacy Clinical governance and risk Staff resilience and care support To find out more and book IPSQ to deliver any of these courses to your organisation, email ipsqworkshop@singhealth.com.sg
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Content ArticleAn expert committee will extend the vision for the nursing profession into 2030 and chart a path for the nursing profession to help create a culture of health, reduce health disparities, and improve the health and well-being of the US population in the 21st century. The committee will consider newly emerging evidence related to the COVID-19 global pandemic and include recommendations regarding the role of nurses in responding to the crisis created by a pandemic.
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Content ArticleDue to the large numbers of employees who aren’t office based and are offsite for most of their working hours, Yorkshire Ambulance Service (YAS) wanted to improve the ways they could communicate and engage with all staff, including those more dispersed. Through different approaches, YAS developed three schemes: appointed a number of employees as cultural ambassadors; procured and implemented an app called ‘Simply Do Ideas’; and established a range of staff equality networks with the aim of making sure staff from under-represented groups also had their voices heard.
