With £15-£20 billion in efficiency savings required and
a squeeze on budgets in real terms from next year, now more than at
any time in the history of the NHS has there been the need to
reduce unnecessary costs.
An Ipsos MORI poll of FTSE 100 companies reported that those
companies with externally published reporting on employee health
and wellbeing outperformed the rest of the FTSE100 by 10% -
Business in the Community/Ipsos MORI, 2010.
Evidence linking the individual employee and organisational
wellness is building. In the recent Boorman Review, Dr Steve
Boorman reported "compelling and convincing evidence that investing
in improving workplace health...can bring real and substantial
benefits to the NHS and to patients" - DoH, 2009.
Most NHS and business managers instinctively know that better
employee engagement and wellness leads to better productivity. But
with the financial and resource challenges faced today, few are
convinced that a proactive approach to health and wellbeing will
bring a significant return on investment; I am certain that it
does.
By way of example, Capita launched a formal and accurate system
to collect absence data to identify trends and absence patterns. As
a trigger for reducing persistent short term absence we included
the Bradford Factor and 'day one' referrals for all
musculo-skeletal and stress-related absences. We also introduced a
direct point of contact with case management and treatment services
for employees when triggers were met; it supports employees and
managers. The system, together with absence management training for
line managers, has reduced absence by 30 per cent over two
years and saved £400 per employee.
NHS mangers that proactively engage with employees and report on
outcomes in real-time can improve productivity and deliver on cost
reduction targets. This will help them to be more commercially
viable in an increasingly competitive environment.
For organisations to realise the full benefits of investing in
employee wellness and engagement, occupational health providers
must work constructively with human resource and line managers.
How will your NHS organisation look to maximise its
productivity, efficiency and ensure long-term sustainability?
For more information: please contact Dr Mark Ratnarajah,
mark.ratnarajah@capita.co.uk