Linking Staff Wellbeing and Patient ExperienceBarbara WrenC. Psychol.Consultant Psychologist
Wellbeing at WorkThe ability to reach the highest potential possible for the individual and the organisation.Includes short term emotional outcomes, long term psychological, physical functioning and work performanceDemonstrated by productivity, effectiveness, satisfaction, commitment.
The EvidenceWork environments affect wellbeingHigh  demands+ Low control+ Poor support= StressConsequences = motivation, absenteeism, performancePeople respond differently to work pressureVital Role = Managers and Teamwork
There’s no time for staff wellbeing……there’s no time….For meTo thinkThe patient comes firstChance would be a fine thing….Staff wellbeing is low down on the priority listPut up and shut up Be glad you’ve got a job….
Coherence, Creativity and Contact
Signs of Health and WellbeingEnergyVitalityCuriosityChallengeFlowSatisfactionCo-operationCreativityProblem solving and developmentEngagement
The Building BlocksTeamworkClear rolesEffective meetingsGood problem solvingInspiring leadershipClear, shared objectivesManageable demandsControl over workGood managementSupport: resources		     : emotional impact		     : challenge		     : peer relationshipsOrganisational cultureRecognition and valuing of workSpace to plan and reviewGood change management
Staff Effectiveness and WellbeingScope wellbeing and effectiveness in your TrustPrioritiseDevelop interventionsAlign/integrate with other project componentsImplementEvaluate
Thank – you for your Attention!Barbara WrenConsultant Psychologist in Health and Workwrenbarbara@aol.com

Linking Staff Wellbeing and Patient Experience

  • 1.
    Linking Staff Wellbeingand Patient ExperienceBarbara WrenC. Psychol.Consultant Psychologist
  • 2.
    Wellbeing at WorkTheability to reach the highest potential possible for the individual and the organisation.Includes short term emotional outcomes, long term psychological, physical functioning and work performanceDemonstrated by productivity, effectiveness, satisfaction, commitment.
  • 3.
    The EvidenceWork environmentsaffect wellbeingHigh demands+ Low control+ Poor support= StressConsequences = motivation, absenteeism, performancePeople respond differently to work pressureVital Role = Managers and Teamwork
  • 4.
    There’s no timefor staff wellbeing……there’s no time….For meTo thinkThe patient comes firstChance would be a fine thing….Staff wellbeing is low down on the priority listPut up and shut up Be glad you’ve got a job….
  • 6.
  • 7.
    Signs of Healthand WellbeingEnergyVitalityCuriosityChallengeFlowSatisfactionCo-operationCreativityProblem solving and developmentEngagement
  • 8.
    The Building BlocksTeamworkClearrolesEffective meetingsGood problem solvingInspiring leadershipClear, shared objectivesManageable demandsControl over workGood managementSupport: resources : emotional impact : challenge : peer relationshipsOrganisational cultureRecognition and valuing of workSpace to plan and reviewGood change management
  • 9.
    Staff Effectiveness andWellbeingScope wellbeing and effectiveness in your TrustPrioritiseDevelop interventionsAlign/integrate with other project componentsImplementEvaluate
  • 10.
    Thank – youfor your Attention!Barbara WrenConsultant Psychologist in Health and Workwrenbarbara@aol.com