Jump to content

Search the hub

Showing results for tags 'Staff support'.


More search options

  • Search By Tags

    Start to type the tag you want to use, then select from the list.

  • Search By Author

Content Type


Forums

  • All
    • Commissioning, service provision and innovation in health and care
    • Coronavirus (COVID-19)
    • Culture
    • Improving patient safety
    • Investigations, risk management and legal issues
    • Leadership for patient safety
    • Organisations linked to patient safety (UK and beyond)
    • Patient engagement
    • Patient safety in health and care
    • Patient Safety Learning
    • Professionalising patient safety
    • Research, data and insight
    • Miscellaneous

Categories

  • Commissioning, service provision and innovation in health and care
    • Commissioning and funding patient safety
    • Digital health and care service provision
    • Health records and plans
    • Innovation programmes in health and care
    • Climate change/sustainability
  • Coronavirus (COVID-19)
    • Blogs
    • Data, research and statistics
    • Frontline insights during the pandemic
    • Good practice and useful resources
    • Guidance
    • Mental health
    • Exit strategies
    • Patient recovery
    • Questions around Government governance
  • Culture
    • Bullying and fear
    • Good practice
    • Occupational health and safety
    • Safety culture programmes
    • Second victim
    • Speak Up Guardians
    • Staff safety
    • Whistle blowing
  • Improving patient safety
    • Clinical governance and audits
    • Design for safety
    • Disasters averted/near misses
    • Equipment and facilities
    • Error traps
    • Health inequalities
    • Human factors (improving human performance in care delivery)
    • Improving systems of care
    • Implementation of improvements
    • International development and humanitarian
    • Safety stories
    • Stories from the front line
    • Workforce and resources
  • Investigations, risk management and legal issues
    • Investigations and complaints
    • Risk management and legal issues
  • Leadership for patient safety
    • Business case for patient safety
    • Boards
    • Clinical leadership
    • Exec teams
    • Inquiries
    • International reports
    • National/Governmental
    • Patient Safety Commissioner
    • Quality and safety reports
    • Techniques
    • Other
  • Organisations linked to patient safety (UK and beyond)
    • Government and ALB direction and guidance
    • International patient safety
    • Regulators and their regulations
  • Patient engagement
    • Consent and privacy
    • Harmed care patient pathways/post-incident pathways
    • How to engage for patient safety
    • Keeping patients safe
    • Patient-centred care
    • Patient Safety Partners
    • Patient stories
  • Patient safety in health and care
    • Care settings
    • Conditions
    • Diagnosis
    • High risk areas
    • Learning disabilities
    • Medication
    • Mental health
    • Men's health
    • Patient management
    • Social care
    • Transitions of care
    • Women's health
  • Patient Safety Learning
    • Patient Safety Learning campaigns
    • Patient Safety Learning documents
    • 2-minute Tuesdays
    • Patient Safety Learning Annual Conference 2019
    • Patient Safety Learning Annual Conference 2018
    • Patient Safety Learning Awards 2019
    • Patient Safety Learning Interviews
    • Patient Safety Learning webinars
  • Professionalising patient safety
    • Accreditation for patient safety
    • Competency framework
    • Medical students
    • Patient safety standards
    • Training & education
  • Research, data and insight
    • Data and insight
    • Research
  • Miscellaneous

News

  • News

Find results in...

Find results that contain...


Date Created

  • Start
    End

Last updated

  • Start
    End

Filter by number of...

Joined

  • Start

    End


Group


First name


Last name


Country


Join a private group (if appropriate)


About me


Organisation


Role

Found 852 results
  1. Content Article
    Incivility in the healthcare system can have an enormous negative impact and consequences. In contrast, civil behaviour promotes positive social interactions and effective workplace functioning. This article focuses on the first two fundamentals of the five fundamentals of civility: respect and self-awareness.
  2. Content Article
    People like being treated well. A civil approach to relationships in the healthcare workplace – any workplace – has merit, but there are many questions to explore. While most doctors interact with others in a civil manner most of the time, anyone can experience lapses occasionally. When the many dimensions of civility are considered more closely, it appears that there is much that can be learned about the causes of incivility and the strategies that can be adopted to foster civil behaviour, even at times of risk. Physician Health Programme offers a series of articles below as Five Fundamentals of Civility for Physicians.
  3. Content Article
    Focused practice is an approach to primary care where a family doctor or GP chooses one or more specific clinical areas as a major part-time or full-time component of their practice. In recent years, there has been a global increase in focused practice and a decline in offering a comprehensive scope of practice in primary care. This Canadian study in the British Journal of General Practice looked at factors influencing family doctors' decisions to work in focused practice. The authors of the study concluded that: both early-career and resident family doctors unanimously saw focused practice as a way to avoid the burnout or exhaustion they associated with comprehensive practice in the current structure of the healthcare system. more research is needed to understand the implications of family physician choices of focused practice within the physician workforce.
  4. Content Article
    The Covid-19 pandemic has stretched healthcare staff like never before. Tom Moberly reports on a roundtable discussion hosted by The BMJ as part of the 2022 Nuffield Trust summit, looking at why workers leave the NHS and how staff wellbeing and retention can be improved.
  5. Content Article
    Measures of patient safety culture from the perspective of health workers can be used – along with patient-reported experiences of safety, traditional patient safety indicators (see indicator “Safe acute care – surgical complications and obstetric trauma”) and health outcome indicators (see, for example, indicator “Mortality following acute myocardial infarction”) – to give a holistic perspective of the state of safety in health systems.
  6. Content Article
    Second victims are healthcare providers involved in an unexpected adverse event, medical error or injury affecting a patient, who become victims in the sense they are traumatised by it. The purpose of the 'European Researchers' Network Working on Second Victims' is to Introduce an open dialogue among stakeholders about the theoretical conceptualisation and practical consequences of the second victims’ phenomenon based on a cross-national collaboration that integrates different disciplines and approaches. It facilitates discussion and share scientific knowledge, perspectives, and best practices concerning the consequences of adverse events in the healthcare workforce and to implement joint efforts to tackle with the second victims’ phenomenon.
  7. Content Article
    A strong focus on systems thinking and an encouragement to apply insights and expertise from human factors and ergonomics is paramount in how we plan, design and deliver healthcare safely. It’s central to the WHO Global Patient Safety Action Plan, the NHS Patient Safety Strategy, new Patient Safety Incident Response Framework (PSIRF) guidance on how to investigate incidents of unsafe care and the National Patient Safety Syllabus.[1-3] It’s something Patient Safety Learning emphasise in our report A Blueprint for Action and is central to the organisational standards for patient safety that we’ve developed.[4] But how should we ‘do’ human factors? How do we apply the concepts, methodologies, tools and techniques in healthcare? What training do we need? How can patient safety managers embed human factors in all of their work, not just a reactive response to incidents of harm? These are some of the questions that patient safety managers have been asking and discussing in the recent Patient Safety Manager Network (PSMN) meetings. The PSMN is an informal voluntary network for patient safety managers in England. Created by and for patient safety managers it provides a weekly drop-in session with guests to talk through issues of importance, providing information, peer support and safe space for discussion. You can find out more about the network here.
  8. Content Article
    This blog is prompted by a recent newspaper crossword in which one of the clues, quadruplicated, was 'Whistle-blower'. The four answers were, respectively, 'canary', 'snitch', 'telltale' and 'betrayer'. The blog draws attention to negative perceptions of whistleblowers in the eyes of some people. It emphasises how wrong these perceptions are and how damaging this can be, with serious patient safety implications. In this blog I provide a crossword counterpoint (attached below to solve), which seeks to support learning about the realities of hostility against some staff who speak up in the NHS. I will share a follow-up blog which contains the solution to this crossword and seeks to provide further education on this topic where there is so much confusion and misunderstanding.
  9. Content Article
    This systematic review in the BJGP aimed to review literature published up to December 2020 on the prevalence of burnout among GPs in general practice, and to determine GP burnout estimates worldwide. The review found: there is moderate to high GP burnout around the world. substantial variations in how burnout is defined, which has resulted in considerable variation in GP burnout prevalence estimates. that this variation presents a challenge in developing a uniform approach that considering GPs' work contexts will allow better understanding and definition of burnout.
  10. Content Article
    Employees—physicians and fast-food workers, teachers and hotel staff—are resigning in unprecedented numbers, often in distress. Managers are at a loss for how to respond. Attempts to address employee dissatisfaction and burnout with bonuses, mindfulness, and extra time off do not seem to be working well enough; employees continue to quit, sometimes angrily and dramatically, airing a range of grievances on social media. But what if the problem we typically call “burnout” is not just burnout? What if it is not the other “usual suspects”—depression or anxiety—either? What if it is something that may appear similar, but has a different cause and, if incorrectly addressed, can make individuals feel increasingly worse? Appropriately dealing with the epidemic of employee anguish and quitting requires correctly identifying its causes and using precise terminology to describe it. And while burnout is by far the most popular explanation of employee distress, in many cases, the problem might be a less known, but more insidious: moral injury. 
  11. Content Article
    As Clare Gerada finished the final house calls of her long career in general practice, it struck her how detached she was from her patients now – and that it was not always like this. Where did we go wrong, and what can we do to fix it? she asks in this article in the Guardian.
  12. Content Article
    This is the recording of a presentation given to the Bristol Patient Safety Conference 2021 by Annie Laverty, Director of Patient Experience and Anna Burhouse, Director of Quality Development at Northumbria Healthcare NHS Foundation Trust. It outlines the Trust's approach to assessing staff satisfaction and wellbeing and developing improvement plans based on feedback from staff. It focuses on the impact of the Covid-19 pandemic and highlights key measures that helped maintain staff wellbeing during the first wave in Spring 2020.
  13. Content Article
    NHS Health at Work is the network of occupational health teams dedicated to ensuring that the NHS has a healthy, motivated workforce that is able to provide the best possible patient care. The NHS is the largest employer in the UK and aims to provide an exemplary occupational health service that is improving the health and well being of over 1.3 million NHS staff. NHS Health at Work influences and advises Government and other bodies about occupational health in the NHS. It also provides a gateway for businesses in the broader community who are seeking occupational health advice and support.
  14. Content Article
    John Drew, Director of Staff Experience and Engagement at NHS England and Improvement, presented at the NHS Health at Work Network Conference on how the NHS are supporting the health and wellbeing of staff by growing and developing NHS-delivered Occupational Health services. View the presentation slides below.
  15. Content Article
    NHS Improvement and NHS England presentation at the NHS Health at Work Network Conference on health and wellbeing in the NHS. View the presentation slides below.
  16. Content Article
    Suzanne Banks presented at the NHS Health at Work Network Conference on menopause in the workplace and highlighted the case study of Sherwood Forest Hospitals. View her presentation slides below.
  17. Content Article
    This report by the Royal College of Nursing (RCN) outlines 10 indicators that NHS is under unsustainable pressure. It refutes claims by Government ministers that pressures on health and care services are sustainable, stating that disaster for the NHS can only be prevented by addressing workforce shortages.
  18. Content Article
    The COVID-19 pandemic resulted in an unprecedented reduction in the delivery of surgical services worldwide, especially in non-urgent, non-cancer procedures. A prolonged period without operating (or ‘layoff period’) can result in surgeons experiencing skill fade (both technical and non-technical) and a loss of confidence. While senior surgeons in the UK may be General Medical Council (GMC) validated and capable of performing a procedure, a loss of ‘currency’ may increase the risk of error and intraoperative patient harm, particularly if unexpected or adverse events are encountered. Dual surgeon operating may mitigate risks to patient safety as surgeons regain currency while returning to non-urgent operating and may also be beneficial after the greatly reduced activity observed during the COVID-19 pandemic for low-volume complex operations. In addition, it could be a useful tool for annual appraisal, sharing updated surgical techniques and helping team cohesion. This paper explores lessons from aviation, a leading industry in human factors principles, for regaining surgical skills currency. We discuss real and perceived barriers to dual surgeon operating including finance, training, substantial patient waiting lists, and intraoperative power dynamics.
  19. Content Article
    In this blog, Patient Safety Learning’s Chief Executive, Helen Hughes, highlights a recent discussion at a meeting of the Patient Safety Management Network about how After Action Reviews (AARs) can help promote learning and patient safety improvement.
  20. Content Article
    At the start of the COVID-19 pandemic, Lancashire Teaching Hospitals Trust recognised that more staff would need to access psychology services. This case study shows how the Lancashire Teaching Hospitals NHS Trust has implemented a psychological support service for its staff. Almost 1000 staff have been able to access psychological support since adopting new pathways as part of their overall health and wellbeing offer.
  21. Content Article
    In this blog Patient Safety Learning’s Chief Executive, Helen Hughes, reflects on her recent experience attending a meeting of the Patient Safety Management Network and hearing about the work of the Quality and Safety Department at the Sussex Community NHS Foundation Trust.
  22. Content Article
    This is a presentation given by the Quality and Safety Department at the Sussex Community NHS Foundation Trust to the Patient Safety Management Network on 22 October 2021. It provides an overview of how they have been developing the Trust’s approach to patient safety, focusing on safety culture, learning for improvement and aiming to raise the profile of patient safety within their organisation.
  23. Content Article
    In this blog, Kerry Robinson, director of performance, improvement and organisational development at The Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust, describes a systemic approach to quality improvement that involves board members having a visible role in the process. The aim is to ensure the board's actions match up with the rhetoric on leadership for improvement. Kerry explains the actions she is personally taking as a board member to lead by example in quality improvement.
  24. Content Article
    In this blog, Claire Cox, Quality Improvement and Patient Safety Manager at Guys and St Thomas' Hospital NHS Foundation Trust, explains why and how she developed the Patient Safety Management Network. She looks at why the network is needed, what it has achieved so far, its aims for the future and how patient safety managers can get involved.
×
×
  • Create New...