People Asset Management

1. People Asset Management Nov 2012 Working together with Northumbria University

2. People Asset Management:-OH Team Trevor Le Grove Senior Occupational Health Adviser Sue Lambert Occupational Health Administrator Joyce Goundry Staff Occupational Health Administrator Michael Sharp Clinical Operations Manager

3. Briefing Contents • The University priorities for Occupational Health provision • Introduction to PAM • The role of occupational health • Rehabilitation, Absence, Health Surveillance • Question time

4. Occupational Health • The University focus for Occupational Health: building on the existing provision • Providing added emphasis on Wellbeing and preventative support • Providing on-site provision • Promoting and supporting the on-going health and wellbeing of staff

5. Occupational Health Main priorities for the service are: • To promote and protect the health and well-being of staff to create a healthier/happier and productive workforce. • Proactively manage sickness absence. • Provide early intervention and rehabilitation to help reduce absence. • Support employees in feeling fitter and active longer. • Measure performance and provide regular reports to HR and senior managers. • Provide an excellent clinical service with consistent, impartial and reliable support.

6. People Asset Management Ltd Formed in 2004 the business supports over 400,000 employees and provides a full range of occupational health services: • Absence management and rehabilitation, • Health promotion, • Health surveillance, • Management support, • Wellbeing & EAP.

7. Optimum Delivery Model Our Services The University currently works with PAM to provide occupational health advice. The University continues to access both physiotherapy and counselling services with our existing suppliers. Onsite National Clinic Network

8. Our Experience • 20 years experience in providing medical advice, operational management and employment law advice. • Identified gaps, review health needs in services & work in partnership • Empathise with business challenges delivering pragmatic solutions

9. People Asset Management’s approach • PAM’s Occupational Health services manage the effect of work on health and health on work. • We concentrate on employee performance, wellbeing, fitness, rehabilitation, suitability and safety issues linked to health at work. • We aim to provide clear pragmatic advice that our clients and employee’s understand and value.

10. Best Practice in the NHS Clinical Governance

11. Consultation Policy • We operate to our consultation policy in order to ensure consistency of service • Employees and managers can access this • It is there to protect and advise everyone • Employee • Employer • Clinician

12. Reducing Sickness Absence Strategy

13. Management Information IT System - OHIO OCCUPATIONAL HEALTH INFORMATION ONLINE

14. Future State:-referring

15. Referral Time scale

17. Health surveillance & vaccination recalls with recall date and traffic light warning system

18. Making a Referral • Meet the employee to discuss health issues • Make any adjustments to support the employee complete ALL appropriate risk assessments. • When a referral is required then: • 1.Complete the referral process via our online OHIO system • 2.Advise and discuss with employee of your intent to refer (Incomplete referral forms will be returned)

19. Making a Referral • Gather supporting paperwork, scan and save to your desktop • Decide which type of Referral you wish to make • Complete the relevant Referral form, previously saved to your computer • On Welcome page, click the Make a Referral button.

20. 3 Key Questions For EVERY referral the OHA should always know from the manager: • Why is the referral being made? • What can be done & what has been done to resolve the matter in question? • Any additional information that may have a bearing on the consultation?

21. A good occupational health report • Provides advice with scope to manage • Does not tell how to manage • Is evidence based, checklists, HADS, assessment updates • Tells management new information • Is clear and understood by managers • Advice is practical, specific and “operationally feasible”

22. An example • An employee can return to work on light duties. • An employee can return to work with the following adjustments, • Lifts up to a maximum 15kg • Week 1 expect 50% productivity • Week 2 expect 75% productivity • Week 3 100% productivity • Return to work is subject to the above adjustments being operationally feasible and in discussion with the line manager.

23. Impartial Advice As specialists the OHA will provide clear practical advice even if the answer to the question is not as the employee or manager may desire. It is an independent unbiased opinion. Both Employees & Employer must Trust the opinion of the OH Department & work together to support a return from absence or a reduction in absence and improvement in Wellbeing.

24. Health Surveillance • Consistent Delivery • Standard operating procedures / governance • Risk based • Efficient planning of recall programme • Planned to minimise disruption to operational activity • Maximise efficiency by grouping employees • Clear & concise reporting format • Use of MI to identify trends • Safe & Legal compliance Health Surveillance

25. Management Information Added Value RSS News Feeds providing regular and frequent updates National health campaigns updated monthly Quarterly Newsletter (Compass) providing health & wellbeing information PAM ‘Medicine Chest’ providing 9000 pages of health advice and information Links to other services e.g. EAP and online pre-placement screening

26. Support Support is available from the OH Team - Sue Lambert Occupational Health Administrator Health Centre Sutherland Annexe 0191 227 (4033) sue.lambert@northumbria.ac.uk