In Groot Brittannië werken ruim 8.000.000 mensen (bv; 32% van de beroepsbevolking) bij een Investor in People. Onder hen zijn er ook een ruim aantal die werkzaam zijn in de Gezondheidszorg.

Eén van die werkgevers is het Royal Liverpool Children’s NHS Trust. Ik citeer de factsheet die IiPUK heeft uitgebracht.

‘Size: 2,461 employees; Sector: Health; Location: Liverpool
The organisation:
The Trust is currently recognised as an Investor in People organisation and first achieved recognition in 1996 The trust was involved in the first year of the Health and Wellbeing atWork pilot in April 2006 and revisited in December 2007 during the third year.

The Royal Liverpool Children’s NHS Trust cares for more than 200,000 children and young people every year and serves a population of over seven million from the North-West, North Wales, Shropshire and the Isle of Man. It provides a comprehensive range of specialist and general health services at its main site, Alder Hey children’s hospital in West Derby, Liverpool founded in 1914; and through community sites and external clinic sessions.

It is one of the biggest and busiest children’s hospitals in Europe."

Na het laatste IiP-assessment, december 2007, kwamen de volgende resultaten naar voren:

"Results

As a result of ongoing strategy the feedback gained following the assessment visit, the Trust feels it has achieved the following results.

1. Managers explained how they have developed alternative ways of learning, such as on line programmes and distance learning, which reduce the stresses and pressures on staff. A comprehensive programme of health and safety related training also helps to keep staff safe and minimise risks. Examples include:

• Dealing with violence and aggression.
• Risk assessment.
• Child Protection.
• Manual handling.
• Fire safety.
• Control of substances hazardous to health.

2. Managers described how the Trust has become more aware of its learning and development needs in relation to its strategy for health and well-being and is working
towards developing such plans.

3. There is an inclusive and flexible approach to staff health and well-being and people in all roles and all shift patterns believe that they can access support.

4. There has been a reduction in sickness and absence rates, which were already notably better than the national health sector average.

5. Senior managers explained what they expect of managers and what support is in place in relation to the health and well-being of their staff and how the annual professional development review process is now used for this purpose.

6. The Trust has a developed a Rapid Improvement programme which, aims to give staff empowerment and opportunities to develop ways of improving services as well as helping them to enhance the working environment and experience for staff.

7. Managers described how they have worked to develop alternative ways of learning, such as on line programmes and distance learning, which can help to reduce stresses and pressures on its staff.

8. Senior people were able to describe how they have taken fully into account current and emerging policies related to staff and community health and well-being and the promotion of preventative practice.

9. The team of trained Bullying and Harassment Advisers has been expanded and their existence has been promoted to Trust staff and bullying and harassment awareness raising sessions have been provided for staff to help them understand the ramifications of bullying.

10. In the last three years the Trust has commissioned a full external review of its occupational health provision and resources. This resulted in a planned expansion of the service and determined that the new Occupational Health Manager should prioritise the development of a clear strategic direction for this aspect of staff support.

11. The Corporate Induction has been reviewed and amended, to ensure that all new staff understand the corporate objectives, values and linked expected behaviours, including support for health and well-being. New staff attend a 4 hour interactive workshop called The WayWeWork Around Here as part of the 2 day Corporate Induction.

12. A Health Work and Wellbeing for Staff group has been established and the newly developed post of Health Promotion Practitioner has recently been recruited to."

Dit voorbeeld laat goed zien dat, ook al is een organisatie al ruim 10 jaar(!) een Investor in People, de continue leercirkel (het principe achter Investors in People) steeds met verbeteringen komt! Mooi toch.