WORK FORCE I S SUE S
barriers, and articulation of this accountability among executives and stakeholders, goes a long way towards the development of effective systems with mechanisms to measure and track the progress. Results shared with staff and the Executive Board can demonstrate the system’s effectiveness and leadership accountability. Leaders could also look at how they assess individual ward or departmental performance through consistent, Trust-wide accreditation schemes that promote self-assessment and self-improvement at all levels. This close involvement of caregivers increases a sense of self-worth and belonging, and boosts morale.
Steps to support well-being initiatives
Systems, processes and frameworks can make a huge difference to the effectiveness of well-being, staff and patient safety initiatives. These are some practices that have proven to be highly effective, both in healthcare and other industries, and may help support current well-being initiatives. l A CANDOR framework – healthcare organisations can earn trust through the Communication and Optimal Resolution (CANDOR) framework, which encourages open, honest, and clear communication that leads to deep, meaningful relationships with patients
and their family members as they cope with the mental and emotional impact of a safety event. This dovetails well with the duty of candour ethos introduced by the Care Quality Commission (CQC) in 2014. Additionally, CANDOR focuses on providing care for the caregiver through emotional first aid when an unexpected or traumatic event occurs.
l High reliability attributes: traditional high reliability organisations are airline companies or the oil and gas sector where the consequences of any errors are fatal. Healthcare organisations also
address life and death situations and can benefit from becoming high reliability organisations themselves. According to the Health & Safety Executive (HSE), high reliability organisations share five distinct characteristics.8
They all focus on:
– Successful containment of unexpected events: having robust back-up systems in place in the event of failures and allowing people of expertise, irrespective of rank, to make important safety-related decisions.
– Effective anticipation of potential failures through engagement with frontline staff
For Non-Invasive Ventilation, think Dräger TO FIND OUT MORE VISIT
WWW.DRAEGER.COM
DraegerGlobal Draeger @DraegerNews Draeger
MARCH 2021
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