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Found 112 results
  1. Content Article
    This webinar from the Chartered Institute of Ergonomics & Human Factors is about boosting organisational and personal performance by recognising, measuring and promoting wellness. It describes the development and application of indices to measure wellness using a 'Whole Life - Whole Organisation' approach.  Topics include: Ways for organisations to improve key performance indicators such as sales, productivity, customer service, reduction in accidents, quality, safety/liability, people retention, absence, presenteeism and levels of engagement/motivation Access to new software and management intelligence to support and implement a 3D next generation organisational improvement approach New certifications such as Certificate in Personal Performance - Wellness Management Global Wellness Indices for Healthcare, Hybrid Workers, Hazardous Industries and Universities (staff and students) New research and development and the growing international community of organisations and people active in Performance – Wellness – Health
  2. Content Article
    A resource developed in collaboration with RCOG, Royal College of Midwives and Civility Saves Lives. The toolkit comprises of 8 modules and includes tools to: support the development of positive workplace culture support you when you encounter poor workplace behaviours strengthen your skills and confidence in 'speaking up' promote an understanding of what poor workplace behaviour looks like and its impact on individuals, teams, organisations and importantly the women and families we care for.
  3. Content Article
    In July 2017, the Royal College of Surgeons of Edinburgh published a number of critical recommendations to government to greatly improve safety in the delivery of surgical treatment and patient care, with seven recommendations for best practice. The RCSEd surveyed opinions from a cross-section of the UK surgical workforce - from trainees to consultants - which highlighted broad inefficiencies on the frontline which impact the working environment and the delivery of a safe service. The report notes factors adversely affecting morale, including a lack of team structure, poor communication, high stress levels, and limited training opportunities. The report also records how staff, at times, feel diverted away from the patient-centred care they strive to deliver because of administrative and IT issues, and believe that being more innovative and efficient with existing resources could make a positive difference.
  4. Content Article
    When COVID-19 struck, many doctors helped out by willingly changing the way they worked. The BMJ hears some of their stories, including from Michael Farquhar, Paediatric sleep consultant at the Evelina London Children’s Hospital, and Alice Findlay, Retired former emergency medicine consultant at Dartford and Gravesham NHS Trust.
  5. Content Article
    This article, published in PLoS One, explores how occupational worker wellness and safety climate are key determinants of healthcare organisations' ability to reduce medical harm to patients while supporting their employees. A longitudinal study was carried out to evaluate the association between work environment characteristics and the patient safety climate in hospital units, and concludes that improvements in working conditions are needed for enhancing patient safety.
  6. Event
    until
    The past couple of years have placed enormous pressures on the mental health and wellbeing of the population. The current cost of living crisis is having a significant impact on people’s state of mind with millions feeling stressed about rising food and energy prices as we head into winter. Delivered by Maximus, the Access to Work Mental Health Support Service, funded by the Department for Work and Pensions, can help employees and employers during this difficult time with their mental health. Completely confidential, the service is available at no charge to anyone with depression, anxiety, stress or other mental health issues, affecting their work. Remploy already helped thousands of people across England, Scotland and Wales, to remain in, or return to work, so our expertise speaks for itself. Led by Bethany Kimberley and Kaylena Mushen, this webinar will introduce the service, covering facts and statistics around mental health. It also looks at the service’s aims, eligibility criteria and referral process, plus what support and workplace adjustments are available at home, in an office, or other place of work. The session will also introduce and additional service, offering virtual one-to-one support appointments for employees. Learn how to gain access to fully-funded expert advice and support for up to nine months, which includes – A well being plan to help employees stay in, or attend work. Ideas for suitable workplace adjustments. Tailored coping strategies. Facts and statistics around mental health. Aims of the service. Details of the eligibility criteria and referral process. The support and interventions available. Register
  7. Community Post
    When you enter a hospital, be it as a patient or a member of staff, an interesting thing happens. The glass doors close behind you and you are irretrievably in a different existential space. Outside, beyond that threshold is the material world. But inside you are a new Jonah having been swallowed by a mammoth whale I’m interested in exploring that existential space in the interests of quantifying the healing environment.
  8. Community Post
    Hi all, I had a great meeting with @Neal Jones yesterday and in a wide ranging discussion we reflected on design and human factors. I recall some great work many years ago on the redesign of ambulances (that the NPSA contributed to) and wondered what happened to that initative and whether this had developed into designing new hospitals for patient safety. @Neal Jones recalled the DOME (designing out medical error) project http://www.domeproject.org.uk/index.html. This web site is dated 2010 and it seems to have been a three year funded project. Is this innovative approach still 'live?' Does anyone know of any work on human factors in hospital design to deliver safer care (processes, equipment, layout, technology etc)? In the UK or internationally? By googling I've found articles on specific departmental inititaives and people calling for more to be done but not much of the 'how' or any requirment to embed patient safety into new build hospital deisgn. Surely there must be soemthing?!!
  9. Content Article
    The presentation was held following the inaugural William Rathbone X Lecture, given by Professor Alison Leary, who spoke on the highly topical subject, ‘Thinking differently about nursing workforce challenges.’ The presentation can be watched from The Queen's Nursing Institute website.
  10. News Article
    NHS workers are at breaking point after months of upheaval and high pressure during the coronavirus outbreak with hospital leaders warning the health service is facing a “perfect storm” of workforce shortages and a second wave of COVID-19. In a survey of 140 NHS trust leaders almost all of them said they were worried about their staff suffering burnout ahead of winter. They also sounded the alarm over concerns there had not been enough investment into social care before this winter. NHS Providers, which carried out the survey ahead of its annual conference of hospital leaders, warned the first wave of COVID-19 had made a lasting impact on the health service which had yet to fully recover. Chris Hopson, chief executive of NHS Providers, which represents NHS trusts, said there had been “no let-up in the pressure” during the pandemic, which followed a difficult winter for staff. “And while the response to the spring surge in COVID-19 cases showed the NHS at its best, the pressures took their toll on staff who gave so much,” he said. “The worry is that the sustained physical, psychological and emotional pressure on health staff is threatening to push them beyond their limits of endurance.” Almost all those who responded to the survey, 99 per cent, said they were either extremely or moderately concerned about the current level of burnout across the workforce. Read full story Source: The Independent, 6 October 2020
  11. News Article
    Nottingham University Hospitals Trust has been served with a section 29a warning notice by the Care Quality Commission requiring it to ensure a ‘more positive culture’. A CQC spokeswoman confirmed: “The trust was issued with a warning notice requiring it to take action to improve corporate and clinical governance and oversight of risk, and to ensure a more positive, open and supportive culture across the organisation. We will report on the full findings from the inspection as soon as we are able to.” Although it is still not clear why the warning was issued, the trust is currently engaged in concerns over their accident and emergency department and maternity services. “We accept the CQC’s comments and work is already underway to learn from the findings and make improvements so that the organisation is led as effectively as possible and we continue to provide world class care for our patients.” Nottingham University Hospitals Trust acting chief executive and chief finance officer Rupert Egginton has said. Read full story (paywalled). Source: HSJ, 18 August 2021
  12. News Article
    Fifty senior consultants from a minority ethnic background at University Hospitals North Midlands have written to Tracy Bullock and trust chair David Wakefield asking for action to ‘protect’ staff from bullying behaviours following an internal survey in which 348 medics claimed to have experienced bullying and harassment. In a subsequent letter on 5 August, seen by HSJ, 50 doctors have now said: “We are forced to express our concerns over the prevailing poor culture within our organisation with most senior medical staff presently reporting they have suffered or witnessed first-hand discrimination, bullying, harassment, or victimisation. We… ask for urgent action by the executive and non-executive boards to immediately implement measures to protect senior medical staff from unacceptable ill-treatment.” A separate external review is now understood to have been commissioned amid concerns over bullying within ophthalmology services. Read full story (paywalled). Source: HSJ, 19 August 2021
  13. News Article
    Senior doctors in the radiology services at the University Hospitals North Midlands Trust have reported a ‘toxic’ culture and feelings that managers had been ‘excessively authoritarian’. In a letter sent by medical director John Oxtoby on 13 July, consultants who had been interviewed as part of an external review, have reported the culture within the department was “unhealthy and even toxic, and that this was impacting to some degree nearly all of the consultants interviewed” “It is clear from this work that as well as the need to tackle working relationships and some behaviours in the department, there is a huge amount of collective pride in the services delivered by the department.” Said Mr Oxtoby. Read full story (paywalled). Source: HSJ, 3 August 2021
  14. News Article
    In April of last year, many people in America came out and cheered for the healthcare workers fighting to save lives during the height of the coronavirus pandemic, but now, nurses across the US are holding strikes due to staff shortages and inadequate equipment amid the pandemic. “Most of us felt like we went from heroes to zeroes quickly,” says Dominique Muldoon, a nurse for more than 20 years at Saint Vincent’s hospital in Worcester, Massachusetts. Muldoon, co-chair of the local bargaining unit has also said nurses are going home crying in their cars, working through breaks and staying up late just to get the work done as demand for patient care has increased. “You’ll end up staying late or working through your break trying to fit the workload all in, but ultimately become so frustrated, because eventually you keep trying to overcompensate and cannot keep up with it." Muldoon has said. Read full story. Source: The Guardian, 30 July 2021
  15. News Article
    England's senior doctors may take industrial action if the offer of 1% pay rise is not improved. Paid and unpaid overtime may be stopped if the figure is not increased to at least 4% says the British Medical Association. The BMA have also said industrial action may impact patient clinics and attempts to shorten waiting lists if it goes ahead. The Department of Health has said the government was committed to a wage rise for NHS staff, including consultants. Read full story. Source: BBC, 2 July 2021
  16. News Article
    A letter signed by the Royal College of Nursing, UNISON and Royal College of Midwives have called for a higher pay rise for NHS staff. In their letter, they explain that currently, staff are experiencing high levels of exhaustion, and that a pay rise would help convince staff members to stay in their roles and raise morale after facing the challenges of the pandemic. According to the article, the Royal College of Nursing is calling for a 12.5% pay increase for NHS staff on Agenda for Change contracts. Read full story. Source: Royal College of Nursing, 29 June 2021
  17. News Article
    NHS staff will now be able to request flexible working arrangements from the first day in post. Previously, staff had to be in service for at least 6 months before they could put in a request. It has been found a lack of work-life balance was a significant cause of why staff left the healthcare service. The new rule will come into effect on 13 September 2021 and staff will be allowed to make an unlimited number of flexible working applications and submit them without justification or provide specific reasons. Read full story. Source: Royal College of Nursing, 29 June 2021
  18. Event
    until
    Throughout the COVID-19 pandemic health and care staff have been working in different ways and designing new ways to meet the needs of patients and service users, all while under a huge amount of pressure. This event from the King's Fund will take a look at some examples of those changes and how people working in health and care have been working remotely, flexibly and in an agile way to meet the demands created by the pandemic and to develop new and improved ways of working for the future. Sign up now to hear about: the role of visible, collaborative and inclusive leadership to support staff and allow innovation how to keep staff health and wellbeing a priority while also delivering change how teams across health and care were able to be upskilled and remain flexible for these new ways of working. Register
  19. Content Article
    Many people don’t receive enough support both to find and stay in work when experiencing mental health difficulties. The Royal College of Psychiatrists (RCPsych) have launched a new occupational mental health guidance with recommendations for the government, NHS, and psychiatrists. The guidelines highlight the crucial, positive role that ‘good work’ can have on an individual’s mental health, and how poor experience of work both risks exacerbating pre-existing poor mental health and/or contributing to the emergence of a mental health condition. It provides advice and recommendations to the key organisations and individuals who have a role in ensuring work makes a positive impact on mental health.
  20. Content Article
    This second comprehensive edition of these Principles is to help public authorities, industry and communities worldwide anticipate accidents involving hazardous substances resulting from technological and natural disasters, as well as sabotage. It addresses the following issues: preventing the occurrence of chemical accidents and near-misses; preparing for accidents through emergency planning, public communication, etc.; responding to accidents and minimising their adverse effects; and following-up to accidents, regarding clean-up, reporting and investigation.
  21. Content Article
    As a team, this worksheet can be used as a prompt to highlight the various system-wide factors that contribute to the issue at hand (e.g. implementing a new way of working; managing change or learning from a safety incident); seek to understand how these factors relate and interact to produce outcomes (desirable or undesirable).
  22. Content Article
    ISO 45001, Occupational health and safety management systems – Requirements with guidance for use, is the world’s first International Standard for occupational health and safety (OH&S). It provides a framework to increase safety, reduce workplace risks and enhance health and well-being at work, enabling an organisation to proactively improve its OH&S performance
  23. Content Article
    ISO 45001 is an international standard for health and safety at work developed by national and international standards committees independent of government. Introduced in March 2018, it replaces the current standard (BS OHSAS 18001) which will be withdrawn. Businesses have a three-year period to move from the old standard to the new one. You're not required by law to implement ISO 45001 or other similar management standards, but they can help provide a structured framework for ensuring a safe and healthy workplace.
  24. Content Article
    The TUC and Long Covid Support Employment Group are interested in the experiences of people with Long Covid. This survey aims to better understand how workers with Long Covid have been treated in the workplace and what support is needed. The survey is for people with Long Covid currently in and out of work. Long Covid is the term used to describe COVID-19 symptoms that extend beyond the initial infection. The survey will take around 15-20 minutes to complete.  
  25. Content Article
    In this episode of 'Better Never Stops', Virginia Mason Institute Senior Partner Melissa Lin interviews Dana Nelson-Peterson, Vice President of Nursing Operations at Virginia Mason Franciscan Health, who shares what happens when you trust a management system and improvement process to solve your toughest challenges. Dana shares her story of leading a critical part of Virginia Mason’s Covid response.
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