Archived decisions

Hampshire Fire and Rescue Authority

Human Resources Committee Item 7

28th November 2008

Workforce Wellbeing Strategy

Report by the Chief Officer

Contact: Keely Stafford, HR Business Manager, Tel: 023 8064 4000 ext 5425

E-mail: [email protected]

1

Summary

1.1

Hampshire Fire & Rescue Service (HFRS) has invested time and resource into reducing absence across the organisation, particularly over the last two years. Whilst the initiatives introduced have achieved good results in reducing absence, it is recognised that concentrating on promoting health and wellbeing is likely to have increased benefits to the organisation in terms of productivity, motivation and being an attractive employer, as well as in reducing absence levels.

Therefore, a more holistic approach has been adopted to improving the wellbeing of all staff. The key structural elements are the creation of the Workforce Wellbeing Strategy and the formation of the Workforce Wellbeing Strategy Group. The Group was formed by the amalgamation of the Attendance Management Improvement Board and the Occupational Health, Safety & Welfare Committee.

The draft Workforce Wellbeing Strategy is attached.

2

RecommendationsError! Bookmark not defined.

2.1

That the HR Committee adopt the attached Workforce Wellbeing Strategy.

2.2

That members support the Workforce Wellbeing Strategy by championing the principles and practices it contains and assist with it's positive promotion during the course of their activities within the Authority.

2.3

That the strategy be reviewed after 12 months and that the HR Committee receive a report of the findings.

3

Introduction Error! Bookmark not defined.and Background

3.1

Overall sickness rates in the workplace within the UK have not decreased over the last 50 years, despite overall improvements in working conditions and health care provision. In response to this, Dame Carol Black was commissioned by the Government to establish a new vision for health and work in Britain, with three objectives:

    · Prevention of illness and promotion of health and wellbeing;

    · Early intervention for those who develop ill health conditions;

    · An improvement to the health of those out of work (so that everyone with the potential to work has the support they need to do so).

The review concluded that there is compelling evidence for the need for employers to go beyond what has become known as the traditional health and safety agenda and embed health and wellbeing in all that they do, to create a rewarding and empowering working environment for employees

3.2

One of the results of this work was the creation of the `Work Well' campaign. This has variously been described as a campaign and a movement. The aim was to raise awareness and ask employers to commit to the aims of embed health and wellbeing in all that they do. HFRS has committed to itself to this and through our work with the regional Human Resources Development Group (HRDG) has gained the commitment of all 9 Fire & Rescue Services (FRS) in the South East (SE) Region to do the same.

3.3

Previously, the Service had two project groups which met regularly: Attendance Management improvement Board and Occupational Health, Safety & Welfare Committee. These two groups have now been combined to form the Workforce Wellbeing Strategy Group which meets on a quarterly basis. The Group consists of a cross section of representation across the Service, including Trade Union representation, and is working to drive forward a wide range of initiatives in order to improve the physical and psychological environment for employees.

4

Financial Resources

4.1

The implementation of this strategy will not require additional funding. Existing financial (and other) resources will be utilised to support the initiatives as part of our holistic approach to the improvement of the wellbeing of our staff.

5

People Impact Assessment (PIA)

5.1

A people impact assessment is being completed and is an ongoing process, particularly as the Workforce Wellbeing Strategy Group is in the early stages of its development.

6

Evaluation

6.1

This strategy will be reviewed after 12 months. The evaluation criteria will be as follows.

    · Regular monitoring of Absence Levels across the Service (it is anticipated that the Wellbeing Strategy will assist in reducing absence).

    · Analysis of the statistics for accidents at work, absence levels and staff morale to establish if there is any connection.

    · Analysis of trends in workplace areas with increased stress.

    · Analysis of Staff/Cultural Survey (recommend that a survey is taken every 18 months).

    · Cross check of planned building works and actual building works to ensure physical environment is the best it can be for employees.

    · Analysis of statistics from Welfare service and Employee Assistance Programme service.

    · Analysis of number of grievances and issues raised.

    · Analysis of employees utilising flexible working options.

    · Successes and outcomes of the Centralised Working project.

    · Statistics of successful smoking cessation cases, fitness and capability issues.

6.2

The results of the review will, in the first instance, be considered by the Workforce Wellbeing Strategy Group. This will result in a report to the HR Committee (via the Senior Management Team).

7

Consultation

7.1

All recognised Trade Unions have been fully consulted regarding the implementation and content of the Workforce Wellbeing Strategy, and they are encouraged to attend the regular meetings. All Trade Unions have been supportive of the introduction of the strategy and are keen to assist the Service to drive it forward.