This snapshot taken on 26/07/2008, shows web content selected for preservation by The National Archives. External links, forms and search boxes may not work in archived websites.
Employment is one of the key determinants of health, so investing in recruiting, preparing, developing and retaining local people will not only help meet growing demands for staff in the future, but will also contribute to improving population health – and even cut down on travel related environmental damage. If the NHS invests in basic training for local people to prepare them to take their first steps back into employment or to be more fulfilled in their NHS jobs, then people will start coming to hospitals as workers rather than as patients.
This section includes training and skills, healthy workplace, policies and performance management, recruitment, valuing staff, childcare facilities and carer support and supporting suppliers.
A standard by which NHS employers and staff can measure the management of human resources including flexible working conditions and investment in improving diversity and tackling discrimination and harrassment. It includes a good practice database and a toolkit (the National Audit Instrument) designed to help both the people assessing the organisation and the organisation itself to self assess and identify any development areas.
A framework for equal opportunities in the NHS is described including indicators, standards, national targets, case studies and monitoring arrangements on the employment of disabled people, tackling harassment (including racial and sexual harassment), achieving a representative workforce and board training on equality and diversity.
A publication from the former Health Development Agency, available on the NICE website.
A practical step-by-step guide to implementing work-life balance strategies to benefit both employer and employee.
A framework to integrate the evidence base for health and sustainability factors for individuals, organisations and places, which aims to address the question ‘what makes a healthy and sustainable local economy?’ Examples include recruitment, workplace practices, transport, local procurement policies, and housing.
aims to help employers improve the working lives of staff who work in the NHS and, through them, to provide better care for patients, leading on workforce areas such as pay reform, the NHS Pension Scheme review, recruitment, retention and return to the NHS, equality and diversity and European issues.
A checklist of hints and tips on disability Web accessibility. www.barrierfree-recruitment.com/access/checklist.htm
will promote a culture of life-long learning for the NHS. It will connect with leaders of learning in healthcare and other industries globally to identify the best methods and translate these for NHS learning.
A performance framework for delivering business improvement through people
that sets a level of good practice for investing in the development
of employees.
A performance and process standard that aims to help companies improve quality of work life for employees.
The LSC aims to improve the skills of England's young people and adults to ensure a workforce that is of world-class standards. www.lsc.gov.uk
This strategic framework sets out a co-ordinated approach to lifelong learning in health care. It sets the direction for delivering systematic development for all NHS staff.
measuring your impact on the local economy. A measuring tool to assess how a particular business or initiative impacts on the local economy, and how to improve that impact to help communities tackle the issues of deprivation from within. Justin Sacks, New Economics Foundation, 020 7820 6382
The new Commission brings together the work of the three previous equality commissions, Commission for Racial Equality (CRE), Disability Rights Commission (DRC), Equal Opportunities Commission (EOC) and also takes on responsibility for the other aspects of equality: age, sexual orientation and religion or belief, as well as human rights.
A specialist charitable trust helping people out of long-term unemployment, welfare dependence or homelessness into jobs and self-sufficiency.
Led and supported by employers, the MINDFUL EMPLOYER® initiative is aimed at increasing awareness of mental health at work and providing support for businesses in recruiting and retaining staff.
The ACE project provides increased employment opportunities for local residents, generating a more representative workforce across the Trust’s three teaching hospitals and contributing to sustainable regeneration in one of the most disadvantaged areas of Britain.
Offers training to help small enterprises be more successful in securing local NHS contracts, following a successful pilot involving 21 suppliers and Wirral Hospitals NHS Trust.
Nearly half of the NHS jobs in London don’t require entry qualifications
The NHS employs about 1.3m people, including 117,000 doctors, 400,000 nurses and 38,000 managers
The NHS loses about 8.2 million working days a year to staff absence
was aimed at developing an integrated Healthy Living and Working Strategy that would promote the health of staff, patients and visitors in a novel manner. It contributed towards a variety of health promotion based activities involving a wide range of staff and departments. It was conducted in partnership with the Universities of Teesside and Sunderland and was funded by the Knowledge Transfer Partnership. www.sthct.nhs.uk
provides staff training, using a video followed by discussion, on environmental awareness and management to Primary Care Trusts across Wiltshire. For more information: Anthony Curtis, Wiltshire Shared Services NHS Consortium, 01380 733874, anthony.curtis@wssc.nhs.uk
A training project aimed at improving the employment prospects of disadvantaged communities to help the long-term unemployed find new careers in the NHS, as well as providing a link to other employers within the community. For more information contact: David Taylor, University Hospital Birmingham NHS Foundation Trust, 0121 627 2773, david.taylor@uhb.nhs.uk
have developed a practical guide showing how NHS managers and others can lead by example in employing mental health service users in the NHS workforce and at the same time improve the working lives and job retention for all staff.
www.scmh.org.ukThis Local Strategic Partnership demonstrates how a LSP can successfully
make a fresh start as a health and well-being partnership.
www.ocpn.org.uk
renowned User Employment Programme, which has successfully supported people
with mental health problems to work within our services. In 2004 the
Trust supported 271 people into open paid employment.
www.swlstg-tr.nhs.uk
