Dignity at work - PowerPoint Presentation

Slide1

Dignity at work

Dr Rekha Elaswarapu

Independent Dignity Adviser

Board member, National Dignity CouncilSlide2

Dignity at work

Evidence suggests that if staff are treated with dignity and respect then they would in turn treat patients with dignity, respect and compassion

.

This

has led to the concept of ‘Dignity at Work’ which protects and enables the staff to be treated with dignity at their workplace. Slide3

Dignity at work

Every individual who comes into contact with the NHS and organisations providing health services should always be treated with respect and dignity, regardless of whether they are a patient, carer or member of staff.

This value seeks to ensure that organisations value and respect different needs, aspirations and priorities, and take them into account when designing and delivering services.

The NHS aims to foster a spirit of candour and a culture of humility, openness and honesty, where staff communicate clearly and openly with patients, relatives and carers.

(NHS Constitution)Slide4

Dignity at work

Dignity at work involves ensuring that staff are valued and counted in their work environment.

Staff

and employers

should

build a workplace culture that promotes respect for all.

No

staff member should be subjected to bullying and harassment in any respect.Slide5

Bullying

The

BMA defines bullying as where an individual or group abuses a position of power or authority over another person or persons that leaves the victim(s) feeling hurt, vulnerable, angry, or powerlessSlide6

Harassment

'It

is any behaviour, whether verbal, non-verbal, or physical, which has the purpose or effect of violating an individual’s dignity or creating an intimidating, humiliating or offensive environment for that individual or

group.

NHS Employers- Briefing 74:, The Equality Act 2010Slide7

Impact of bullying

Workplace

bullying

can lead to

lost productivity, fraud, worker abuse and more

.

Lack of dignity at work can affect an

individual's emotional, psychological and physiological

health. These affects can extend to their interaction with family and friends too.

 Slide8

Impact of bullying – Mental health

Debilitating Anxiety (80

%)

Panic Attacks (52

%)

Clinical Depression: new to person or exacerbated condition previously controlled (49

%)

Post-traumatic Stress (PTSD) from deliberate human-inflicted abuse (30

%)

Shame (the desired result of humiliating tactics by the bully) - sense of deserving a bad

fate

Guilt (for having "allowed" the bully to control you

)

Overwhelming sense of Injustice (Equity - the unfairness of targeting you who works so hard; Procedural - the inadequacy of the employer's response to your complaint

)

 Slide9

Impact of bullying - Physical health

Cardiovascular Problems: Hypertension (60%) to Strokes, Heart

Attacks

Adverse Neurological Changes: Neurotransmitter Disruption, Hippocampus and Amygdala

atrophy

Gastrointestinal: IBD,

colitis

Immunological Impairment: More frequent infections of greater

severity

Auto-immune

disorders

Fibromyalgia (21%),

Chronic

Fatigue Syndrome (33%)

Diabetes

(10

%)

Skin

Disorders (17

%)Slide10

Stress related problems resulting from bullying or harassment

✦

sickness absence

✦ erratic or poor timekeeping

✦ increases in patient complaints

✦ increase in number of employees taking counselling

✦ increase in grievances

✦ poor working relationships

✦ conflict between

colleagues

Source: RCN: Bullying and harassment at work – a guide for RCN managers and negotiatorsSlide11

Impact of bullying – Economic harm

Lost

skills due to people leaving jobs

Forced to transfer from loved job, often a punitive transfer (13

%)

Constructively discharged without reasonable cause (24

%)

Lost productivity due to stress related sicknessSlide12

NHS staff survey 2014

Sixty-five percent of staff reported that they had attended work in the previous three months despite not feeling well enough to perform duties

Of those who had attended work while unwell, 91% stated that they had put themselves under pressure to attend; 30% felt under pressure from their manager and 23% from other colleagues to attend.

Thirty-nine percent of NHS staff reported that during the last 12 months they have felt unwell as a result of work related stress.

Around 3% of all staff said they had experienced physical violence from other staff. Twenty-four percent of staff reported they had experienced bullying, harassment or abuse from either their line manager or other colleagues.

Two thirds (66%) of incidents of physical violence and 44% of bullying, harassment or abuse cases were reportedSlide13

Dignity at

work policies: ACAS guidance (1)

statement

of commitment from senior

management

acknowledgement that bullying and harassment are problems for the

organisation

clear statement that bullying and harassment is unlawful, will not be tolerated and that decisions should not be taken on the basis or whether someone submitted to or rejected a particular instance of

harassment

examples of unacceptable

behaviour

statement that bullying and harassment may be treated as disciplinary

offences

the steps the organisation takes to prevent bullying and

harassmentSlide14

Dignity at

work policies: ACAS guidance (2)

responsibilities

of supervisors and

managers

confidentiality for any

complainant

reference to grievance procedures (formal and informal), including timescales

for action

investigation procedures, including timescales for

action

reference to disciplinary procedures, including timescales for action counselling and support availability

training for

managers

protection from

victimisation

how the policy is to be implemented, reviewed and monitored.Slide15

Overarching themes integral to the effective function of an organisation particularly for ensuring dignity at work for

staff

Culture

Leadership

Accessibility of the

policy

Handling of

concerns

Support for staff during and after the

investigation

TrainingSlide16

Key success factors for ensuring a bullying free culture

Acknowledge

bullying and harassment culture

exists

Respond

quickly

Don’t be

defensive

Be openSlide17

Effective leadership

Lead by

example

Lead from the

front

Non-negotiable

values

Practice the values

and

behaviours

Create a staff friendly

culture

Set the standards and ensure its adherence at all

times

Robust governance

framework

Good

communication including minding the tone

Give

feedback

professionally

Value your staffSlide18

Thank you for listening

Dr Rekha Elaswarapu

Independent Dignity Adviser

Board member, National Dignity

Council

rekha_elaswarapu@yahoo.co.uk

Dignity is everyone’s business