Following a staff survey, the Senior Management Team (SMT) initially dedicated a whole year to developing a systems wide approach to improving staff wellbeing and engagement across all staff. This initiative was supported by the local commissioners who agreed to support the hospice approach and embed actions into a bespoke CQUIN (Commissioning for Quality and Innovation) scheme (2017/18). In its second year the project was expanded to cover retention and review of working patterns for clinical staff following a significant number of nursing staff leaving within one year of appointment. Work has focussed on increasing staff engagement with local strategy and service developments as well as a strong steer on learning and development. Communication streams and appraisal documentation have been improved as has the management and awareness of sickness and absence.
The aims of the project were to ensure staff received excellent care and support from the hospice in order to improve their working lives. The project aimed to ensure staff were informed and engaged with the hospice strategy and had a personal development plan in place associated with the local ambitions. We aimed to engage staff in strategic developments and increase engagement around local quality and operational changes. We also aimed to reduce staff sickness and therefore provide more efficient, consistent care to our patients. Through a unique approach to wellbeing and mental health the SMT aimed to reduce the impact of work related stress and reduce the emotional burden of care across the hospice team.
Sickness reduced from 7% to 3.9% in two years. Robust and effective wellbeing strategy embedded across hospice team. Personal development plans are business specific and individualised to all teams. Uptake is 100%. Staff retention is improved and staff are investing in personal development to improve patient care. Staff engagement is increased and continues to rise.
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