When you are trying to introduce a new system you will always come across issues that you think may be impossible to get around. It is important that you realise that your organisation is not the first to undertake the change and may very well not be the first to experience this particular problem.
The following case studies are designed to explain the manner in which other organisations have implemented the changes, where they encountered issues, how these were resolved and the ultimate benefits they achieved.
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Cardiff and Vale has an established Employee Wellbeing programme that has operated for a number of years. Managers of the programme recognised that the organisation would benefit from taking a more preventative approach to managing stress related ill health. This was introduced alongside existing services to provide a more rounded approach
Cheshire and Wirral Partnership were involved in the early trials of the Management Standards and this is an update of an earlier case study. The Trust had some implementation issues regarding the levels of resource needed, project planning, as well as overcoming staff reluctance to take part which needed management support at executive level to endorse the project and encourage staff to take part.
During 2005, Hertfordshire County Council was involved in piloting the Management Standards. In 2006, we visited to see how it was getting on since the pilot had ended. At the time, there were a number of challenges relating to communication across various locations and with those that had no access to computers, resource issues and difficulties of staff availability to ‘get involved’. This is an update to see how things have progressed since then
Oxfordshire County Council developed a process for undertaking stress risk assessments, run by their Worklife Enhancement (WLE) team which had been working with schools within the authority since September 2005 and the authority was keen to deliver the service to other Council teams. This case study follows the roll-out of this process to workers within the Shared Services directorate within a new team whose members had come together from various services throughout the authority, as a result of re-organisation.
QVC increased awareness of stress among its line managers and by taking action produced a 20% decrease in the average number of employees on long-term absence in a year.
Doncaster MBC reduced its stress-related sickness absence by 13,194 days in a year. It also learned from challenges along the way to improve its approach.
Key successes: Almost 40 % reduction in cases of work-related stress, sickness absence has improved by over 10%, employee grievances reduced by 50% and disciplinary action reduced by 25%.
The Prolix initiative has improved the levels of competence of staff and managers in several care homes. It's helped them to think about the skills they need to be successful in their work and improve the lives of the people who rely upon them; the work has helped address some of these demand and control issues.
Key successes include halving sickness absence in the Services, a better understanding of the problems that exist and improved communication to discuss these, better internal partnerships and a "positive and embedded health safety and well being culture."
This project will add value to the patient experience by maintaining high quality of care; giving nurses more time to care; achieving higher levels of job satisfaction and going beyond patients expectations.
"You're always going to get stressed, it's part of the job, but hopefully this will help reduce the levels". Employees feel more empowered to change things; they feel like their opinions will be listened to and acted upon. And with a more satisfied workforce, comes a more productive one.
Key successes include an increase in the number of schools joining the Worklife Enhancement Scheme year on year. The head teachers, governors and employees at participating schools are seeing the benefits of being involved in the process. The development and implementation of the scheme has also led some schools to produce additional well being initiatives of their own.
Key successes include reduced sickness absence by 11% in some departments at ScottishPower, better communication channels throughout the business and the development of a pragmatic approach on how to tackle work related stress at an individual but also at an organisational level.
Key successes include a decrease in work-related “stress cases”, a reduction in absenteeism due to stress (equalling a saving of 40 work weeks) and an increase in awareness about work stress in line managers who received training.
Key successes include gaining senior level interest and commitment, a 6% reduction of stress, anxiety and depression figures since 2005/2006 and the development of a structure to monitor the impact of the policy by gathering and reviewing data.
Key successes: the HSE Indicator Tool has given us a clearer and more detailed analysis of the organisation; there has been increased interest and support for the Tool from managers and we have successfully identified pockets of bullying within the Trust.
Key successes include an improved staff turnover, a 5-7% decrease in sickness absence figures, a reduction in staff stress levels, a decrease in bullying and harassment, and an increase in preventive actions through early referrals to Occupational Health.
Key successes include noticeable increases in employee well-being and commitment. We also gave extensive training for managers that provided a better understanding of stress, its impact and possible interventions.