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1
An HR Directors Perspective on Well-Being and
Engagement in a Mental Health and Learning
Disability Provider Organisation
Alan Davis Director of Human Resources and
Workforce Development
2
1. Introduction - Background and
Context 2. Developing Well-Being through
Strategic Partnerships - Driving well-being
through a partnership approach 3. Well-Being at
Work Partnership - Creation of a learning
partnership with Bradford Care Trust 4. Employee
Engagement - Engagement driving and supporting
transformational change 5. Continuing the
Journey - How the well-being and engagement
agenda links to the HR Strategy 6. Key Lessons
Learnt - Lessons and pitfalls
3
Introduction

• South West Yorkshire Partnership NHS Foundation
  Trust
• - Approximately 2,500 people
• - Turnover of 120m
• - Population of nearly 1 million, covering
  Wakefield, Huddersfield, Dewsbury
• and Halifax areas
• - Achieved FT status on 1st May 2009
• HRM Key Part of theTrusts FT application
• Well-being and engagement seen as a driver for
  improving organisational performance
• Link to Workforce Productivity and Performance
  e.g.
• - Reduction in sickness levels
• - Best 20 of Mental Health Trusts for
  workplace stress
• - Continued reduction in turnover
• Well-Being and Engagement two sides of the same
  coin
• How to take the organisation to the next level?

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Developing Well-Being Through Strategic
Partnerships

• Deliberate strategy to create active
  partnerships both
• internally and externally.
• Social Partnership Agreement with Staff
  Side Organisations
• Creating a Joint Occupational Health
  Service with Leeds
• Partnership NHS Foundation Trust
• Well-Being at Work Partnership with
  Bradford Care Trust
• Service Integration Framework with 3 Local
  Authorities
• Most Important Partnership is with
  Individual Staff

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Well-Being at Work Partnership

• A partnership based shared learning and
  support with Bradford Care Trust
• Common set of workplace challenges with
  shared interest in well-being
• Economies of scale important but not the key
  driver for the joint survey
• Mutual trust key to gaining maximum benefit
• Open about the sharing of findings and
  exploring the differences
• Joint focus (solution) groups
• Number of Challenges
• - Communications
• - Confidentiality
• - Different systems
• - One questionnaire for both organisations
• - Timing
• - Integration agenda with local authorities

6
Employee Engagement

• Not consultation but engagement in the change
  management process
• Strong engagement platform developed from the
  Foundation Trust application process
• - 400 clinicians and managers/team leaders
  working together
• supporting the FT process
• Social partnership means staff side involved from
  the beginning in service change
• Important the individual is not lost in the
  process
• Honesty, Openness and Trust vital at all stages
• How to engage local authority staff in integrated
  teams remains a challenge

7
Continuing the Journey

• Productivity and Performance (QIPP)
• Resilience for individuals, teams and the
  Trust during a
• period of unprecedented change
• Maximising Individuals Contribution,
  Ownership
• and Commitment
• Reducing Bureaucracy
• Well-Being and Engagement part of core
  leadership
• competencies
• Work is part of an individuals life (same
  for service users)
• and therefore need to consider the whole
  person

8
Key Lessons

• Strategic Partnerships work well when clear about
  the nature of the relationship
• Shared learning needs to be explicit and part of
  the outcomes
• Not just a national initiative must have local
  ownership
• Two heads are better than one. Need to
  compromise
• Benchmarking is not just about the numbers