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HUB+ staff discussed and agreed on the below practical things to support wellbeing

1. Internal meetings to last no longer than 45mins

2. Block time out for lunch and reminders to take breaks

3. Try not to send emails to colleagues that are on annual leave - instead use the 'delay email' function in outlook

4. Book annual leave regularly

5. Try not to book yourself and others for multiple back to back meetings

6. Aim to leave your desk for 15minutes at lunch to move around

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Take breaks

take the stairs or the long way

Park you car further away to the front door

Introduce team exercise snacking

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·    Join someone who is lunching alone

·    Leave an unexpected gesture

·    Introduce yourself to someone you don’t know

·    Express gratitude

·    Listen to someone’s story

·    Give someone a compliment

·    Offer to help your colleague out

·    Recognise your colleagues recent efforts

·    Finish off a task for someone

·    Create a care package

·    Celebrate a colleague’s moment of success

·    Leave a note

·    Celebrate the unsung heroes of your office

·    Remember your manager

·    Bring in breakfast for everyone!

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Morning and/or Afternoon Huddles rotating the person who is manning the phone to allow staff to connect, catch-up on updates and understand the focus/pressures of the day

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setting clear rules about when to use this communication channel with boundaries of what is not appropriate ie: messages sent at midnight

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For small groups to support with decompressing in a safe space hosted by a trained facilitator

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1:1 conversations with a trained practitioner

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The Hub Plus Derbyshire | 55 followers on LinkedIn. Training and support for Primary Care. | At The Hub Plus Derbyshire, we are dedicated to transforming the landscape of healthcare delivery in Derbyshire. Our mission is to bring together a network of organisations and professionals to provide comprehensive, patient-centred care and support to the communities we serve. The Hub Plus Derbyshire is more than just an education provider; we are a collaborative hub, bringing together a diverse range of partners, each with their own expertise, to create a unified force for better healthcare.

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The JUCD Wellbeing Team proudly supports health & social care colleagues across our collective organisations, providing a range of health & wellbeing services.

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Practices and PCNs across Derbyshire are upskilling line managers to better support their teams, areas of focus that have proved to be a success

1. Mental Health conversation training (ReACT) - offered for free by the JUCD Wellbeing Team

2. Reflective Practice facilitator training - upskilling individuals to hold reflective group sessions.

3. Updating 1:1 and appraisal templates to include a wellbeing check-in

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Derbyshire Network Engagement Event - Session One 

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Derbyshire Network Engagement Event - Session One 

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Password: Wellbeing

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Join the web's most supportive community of creators and get high-quality tools for hosting, sharing, and streaming videos in gorgeous HD with no ads.

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Over the past year, North East Derbyshire PCN (NED) has made significant strides in nurturing its Pharmacy Team, focusing on recruitment, upskilling, and continuous development to boost staff retention.

80% of staff surveyed believe the expansion of the NED PCN Pharmacy Team has reduced GP workload and alleviated workload pressures while enhancing job satisfaction.

90% of staff surveyed believe the reduction in daily medication repeat re-authorisations has allowed them to focus more on patients' clinical needs.

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Utilising the social prescribing work force to offer a service to PCN staff to address wellbeing needs offering;

1. A Confidential service for staff to speak openly

2. Staff can self refer

3. Managers feel they have a designated service for their staff

4. Allows for staff to be supported by colleagues outside of their main base

5. Telephone or face-to-face at a venue of user’s choice

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Being able to talk to other staff members, we usually only get a 30 second space to chat and check-in!

It was great for the practice team to get together and do something not directly work related, but of benefit to all staff. there has been a lot of ongoing chat about sleep and positive thinking as a result.

Experiencing and gaining more knowledge on ways to deal with stress and posture

Awareness of what’s available and simple solutions and tips to help relieve stress

re-emphasised that it is important to look after ourselves to get the best version of ourselves for our own good and others

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As we dive into the second month of the year, we're embracing the theme of love in all its forms.

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Understand the links between work, health and wellbeing, and the role of stakeholders in adopting an organisational approach to employee wellbeing

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Understand the links between work, health and wellbeing, and the role of stakeholders in adopting an organisational approach to employee wellbeing

Fostering employee wellbeing is good for people and the organisation. Promoting wellbeing can help prevent stress and create positive working environments where individuals and organisations can thrive. Good health and wellbeing can be a core enabler of employee engagement and organisational performance.

This factsheet focuses on wellbeing in the workplace, explaining why it matters. We outline the domains of our wellbeing model, and look at the role of different stakeholders in cultivating a healthy workplace.

Explore our viewpoint on employee health and wellbeing in more detail, along with actions for government and recommendations for employers.

Promoting and supporting employee wellbeing is at the heart of our purpose to champion better work and working lives because an effective workplace wellbeing programme can deliver mutual benefit to people, organisations, economies and communities. Healthy workplaces help people to flourish and reach their potential. This means creating an environment that actively promotes a state of contentment, benefiting both employees and the organisation.

Investing in employee wellbeing can lead to increased resilience, better employee engagement, reduced sickness absence and higher performance and productivity. However, wellbeing initiatives often fall short of their potential because they stand alone, isolated from the everyday business. To gain real benefit, employee wellbeing priorities must be integrated throughout an organisation, embedded in its culture, leadership and people management.

The people profession is in a unique position to drive forward this agenda, to convince senior managers to make it a priority, and ensure that line managers are confident and capable to support their team's wellbeing.

Employers should ensure they have a holistic framework in place to support people's physical health and safety, and mental health, and offer sources of help such as counselling, an employee assistance programme and occupational health services where possible. They need to ensure line managers in particular have the ongoing guidance needed to support their teams, so they can have sensitive conversations with individuals and signpost to expert help where needed. All employees should be encouraged to have a good self-care routine including a healthy approach to diet and sleep.

There's been a rise in the number of reported mental health issues over the past 10 years, and it's well recognised that many risks to people's health at work are psychological. This has led to a growing recognition of the need for employer wellbeing practices to address the psychosocial, as well as the physical, aspects of health and wellbeing. Our 2022 Health and wellbeing at work survey report shows that organisations' wellbeing activity is increasingly focused on mental health with most organisations taking steps to support mental health and address workplace stress.

The survey also found evidence of a range of unhealthy working practices such as 'presenteeism' (people working when unwell), with 81% of organisations reporting presenteeism among people working from home and 65% in a physical workplace. Two-thirds (67%) have also observed some form of 'leaveism', such as using holiday entitlement when unwell or to work, over the past 12 months.

These findings are not signs of a healthy workplace. Employers need to look beyond absence statistics to understand the underlying factors, such as unmanageable workloads, that are driving unhealthy working practices and influencing people's wellbeing.

The value of employee wellbeing

Our 2022 Health and wellbeing at work survey identified the top three benefits of employers increasing their focus on employee wellbeing:

A healthier and more inclusive culture.

Better work-life balance.

Better employee morale and engagement.

Health and wellbeing shouldn't be treated as an 'add-on' or 'nice-to-have' activity by organisations - if employers place employee wellbeing at the centre of their business model and view it as the vital source of value creation, the dividends for organisational health can be significant.

The UK government has launched a Voluntary Reporting framework to support employers to report on disability, mental health and disability. This will help to ensure that an employer's approach to inclusive employment and progression is integrated across the organisation and taken seriously be managers and employees.

We have set an aspirational agenda for workplace health and wellbeing. An effective employee wellbeing programme should be at the core of how an organisation fulfils its mission and carries out its operations, and should be strategic.

To create a healthy workplace, an employer needs to ensure that its culture, leadership and people management are the bedrock on which to build a fully integrated wellbeing approach.

We've identified a range of inter-related 'domains' of employee wellbeing, guided by the principle that an effective employee wellbeing strategy needs to go far beyond a series of standalone initiatives.

There's no 'one-size-fits-all' approach to designing a health and wellbeing strategy; its content should be based on the unique needs and characteristics of the organisation and its workforce.

The underlying elements include examples of workplace initiatives and activities to support people's health and wellbeing.

1. Health

Physical health - Health promotion, good rehabilitation practices, health checks, wellbeing benefits, health insurance protection, managing disability, occupational health support, employee assistance programme.

Physical safety - Safe working practices, safe equipment, personal safety training.

Mental health - Stress management, risk assessments, conflict resolution training, training line managers to have difficult conversations, managing mental ill health, occupational health support, employee assistance programme.

2. Good work

Working environment - Ergonomically designed working areas, open and inclusive culture.

Good line management - Effective people management policies, training for line managers, sickness absence management.

Work demands - Job design, job roles, job quality, workload, working hours, job satisfaction, work-life balance.

Autonomy - Control, innovation, whistleblowing.

Change management - Communication, involvement, leadership.

Pay and reward - Fair and transparent remuneration practices, non-financial recognition.

3. Values/Principles

Leadership - Values-based leadership, clear mission and objectives, health and wellbeing strategy, corporate governance, building trust.

Ethical standards - Dignity at work, corporate social responsibility, community investment, volunteering.

Inclusion and diversity - Valuing difference, cultural engagement, training for employees and managers.

4. Collective/Social

Employee voice - Communication, consultation, genuine dialogue, involvement in decision making.

Positive relationships - Management style, teamworking, healthy relationships with peers and managers, dignity and respect.

5. Personal growth

Career development - Mentoring, coaching, performance management, performance development plans, skills utilisation, succession planning.

Emotional - Positive relationships, personal resilience training, financial wellbeing.

Lifelong learning - Performance development plans, access to training, mid-career review, technical and vocational learning, challenging work.

Creativity - Open and collaborative culture, innovation workshops.

6. Good lifestyle choices

Physical activity - Walking clubs, lunchtime yoga, charity walks.

Healthy eating - Recipe clubs, healthy menu choices in the canteen.

7. Financial wellbeing

Fair pay and benefit policies - Pay rates above the statutory National Minimum/Living Wage, flexible benefits scheme.

Retirement planning - Phased retirement such as a three- or four-day week, pre-retirement courses for people approaching retirement.

Employee financial support- Employee assistance programme offering debt counselling, signposting to external sources of free advice (for example, Citizens Advice), access to independent financial advisers.

Adopting an organisational approach to employee wellbeing carries with it distinct responsibilities for particular employee groups.

People professionals

People professionals have a lead role to play in steering the health and wellbeing agenda in organisations. They need to ensure that senior managers regard it as a priority and integrate wellbeing practices into the organisation's day-to-day operations.

They need to communicate the benefits of a healthy workplace to line managers, who are typically responsible for implementing people management and wellbeing policies. They need to work closely with all areas of the business and provide practical guidance to ensure that policies and practices are implemented consistently and with compassion.

Senior managers

Lack of senior management commitment to wellbeing can be a major barrier to implementation. Senior managers are crucial role models, and line managers and employees are more likely to engage with health and wellbeing interventions if they see senior leaders actively participating in them. Senior managers have the authority and influence to ensure that wellbeing is a strategic priority embedded in the organisation's day-to-day operations and culture.

Line managers

Much of the day-to-day responsibility for managing employees' health and wellbeing falls on line managers. This includes spotting early warning signs of stress, making supportive adjustments at work, and nurturing positive relationships.

Yet our surveys consistently show that 'poor management style' is a main cause of work-related stress. In our 2022 Health and wellbeing at work survey, around a quarter (26%) of respondents blamed management style for work-related stress. Managers are important role models in fostering healthy behaviour at work, and this finding shows how harmful the impact can be if managers aren't equipped with the competence and confidence to go about their people management role in the right way.

Managers also need to understand the impact their management style has on employees and the wider organisational culture at work.

Our guidance for managers on preventing and reducing stress at work outlines the key steps they should take.

Occupational health

Occupational health (OH) is a specialist branch of medicine focused on health in the workplace. For this reason, OH practitioners should work closely with people professionals and those responsible for health, wellbeing and safety in a workplace.

Employees

Employees also have a responsibility for looking after their own health and wellbeing, and will only benefit from wellbeing initiatives if they participate in the initiatives on offer and take care of their health and wellbeing outside work as well. Employers can encourage employees' involvement by communicating how staff can access the support and benefits available to them. It's also important that the organisation seeks employee feedback about its current offering so it can learn how to shape existing initiatives and plan new ones.

This factsheet was last updated by Rachel Suff: Senior Employee Relations Adviser, CIPD
Rachel informs CIPD policy thinking on health and wellbeing as well as employment relations. She has over 25 years' experience in the employment and HR arena.

Enhance your CPD with the Future of HR

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Understand the links between work, health and wellbeing, and how to create an organisational approach to employee wellbeing.

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Having a wellbeing champion appointed at practice level has ensured staff receive a consistent message on the support available, signposting and leading on activities. All helping towards preventing stress and creating positive working environment.

70% of practices within Derbyshire have a wellbeing champion onsite or accessible via their PCN

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staff members nominated by colleagues for outstanding contributions.

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Sleep

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One more reason to get a good night’s sleep | Jeff Iliff

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Promote freedom to speak up - encouraging a positive culture in our workplace, where we feel comfortable speaking up and know that our voices will be heard, suggestions acted upon and we will be value for taking a brave step in the interests of protecting patients and wellbeing of staff.

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Have a leader conduct regular wellbeing office walk to engage with individual staff and teams.

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JUCD have fantastic Health Improvement Advisors who are on hand to support you and your colleagues in person or virtually.

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We recognise that our frontline primary care colleagues, both clinical and non-clinical, are continuing to work hard caring for their patients.

Individual coaching is available with a skilled and experienced coach who will work with you to discuss any area of your wellbeing that you would like to address. They will listen, ask questions and support you to develop practical strategies to cope with your situation and stay well.

It might be that by having a one-off conversation you will have all the strategies you need, or you might find a few sessions helpful. It is all led by you.
Register and book a coaching session
What might you talk about?

You can choose to speak about whatever is important to you; the service is designed to be bespoke to your individual needs.

To give you an idea, the sorts of things people often talk about include:

pressures and challenges they are facing

how they are thinking and feeling

coping with the impact of demands in the system

a specific problem that is affecting their sense of wellbeing

how they are balancing the demands of working life and demands at home

managing stress and developing positive coping strategies

concerns about relationships.

Who is it for?

All staff working in the delivery of primary care services. You will be either employed by the NHS or working with an NHS funded employer delivering an NHS funded primary care contract.

How does it work?

Simply register and book a coaching session.

Sessions are available Monday to Friday between 8am and 10pm and on Saturday and Sunday between 10am and 6pm.

The first session will last up to 45 minutes.

The sessions will be delivered virtually, preferably via a video platform, but telephone appointments are also available.

Subsequent sessions will be dependent on the conversation between you and your coach.

Your coach might signpost you on to further support if they think this might be helpful.

You may receive follow-up emails to support you in maintaining your wellness once your coaching sessions have finished.

What others have said

"This session was a huge relief and felt like magic. It helped change my perspective. It felt like a weight was lifted". Salaried GP

"I didn't think that I needed it, only when we started I realised how much I was suppressing, I'll be delighted to continue, it really made me feel lighter in my mind".
Practice Pharmacist

"When I booked my first session it was because I was at the point of handing in my notice and walking away from general practice and a job I loved because I was exhausted. My coach has helped me to manage my stress and regain my confidence in my ability". Practice Manager

Case studies

See our collection of case studies from those who have benefited from the coaching.

What happens to my information?

The Institute for Employment Studies has been commissioned to conduct an evaluation of this work. All data collected will be anonymised and aggregated so that individual respondents cannot be identified. Participation in evaluation activities is voluntary and will not affect the level of support you receive. This service is run by a consortium of partners, please see the service-specific privacy policy for more details about what happens to your data and how you can help us research and evaluate this offer.

Spread the word

You can download this poster to display in your workspace and send to colleagues.
Register and book a coaching session
Other coaching offers

Looking after your team - coaching about you and your team

Looking after your career - coaching about you and your career

Looking after you too - coaching for NHS staff from ethnic minority backgrounds

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We recognise that our frontline primary care colleagues, both clinical and non-clinical, are continuing to work hard caring for their patients. Individual coaching is available with a skilled and experienced coach who will work with you to discuss any area of your wellbeing that you would like to address.

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reach out to staff via a survey to ask about their wellbeing, needs and ideas

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Have YOUR say and tell us what training/support you want in 2024-25. #wearelistening

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Share and remind the team about the activities timetable

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JUCD Wellbeing Timetable - Booking by Bookwhen

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Welcome to your Activity Booking Platform All activities must be booked in advance, please click below to book your place and look out for new and exciting additions which may be added. Please read your organisations Infection Prevention and Control guidelines before attending any face-to-face activity or email your local Wellbeing team for any queries regarding Your Wellbeing Timetable.

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Appoint a wellbeing champion for the practice

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Explore our carefully curated resources covering topics like stress management, resilience, and keeping active.