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Job Retention and Mental Health in the Workplace Training Welcome!

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Presentation on theme: "Job Retention and Mental Health in the Workplace Training Welcome!"— Presentation transcript:

1 Job Retention and Mental Health in the Workplace Training Welcome!

2 Managing Health & Social Risk in the Workplace Roger Butterworth Director of NHS Liason Work Life Partnerships Ltd.

3 Why Job Retention?

4 Why is prevention & retention important? The economic argument Mental health disorders account for 23% of those on incapacity benefit in England Mental health & stress problems are now the leading cause of absence from work The annual cost of lost employment in England is £19.4 billion Cost borne by employers in sick leave, lost production, recruitment & retraining, compensation, litigation & insurance, early retirement.

5 Australian Study 1993 for every dollar spent on rehabilitation, 4 dollars saved

6 Response from questionnaire relating to Job Retention In our Trust 78% lost their jobs as a result of their mental health difficulties, and through lack of advocacy or effective case management Only 11% had found our Occupational Therapy service helpful Only 7% had found the Disability Employment Advisors helpful

7 Dr Chris Manning – PRIMHE/ Depression Alliance There is huge concern about this group in primary care GP’s often do not have the time, knowledge or skill to deal effectively with work absence or sickness due to mental ill health Signing off is seen as protective, but is often at the expense of individual’s longer term health These clients often pick up labels such as fat-filers, heart sinkers, psychosomatics

8 GP’s – the facts It is estimated that around 40% of all GP consultations include a mental health problem Around 90% of mental healthcare is provided by Primary Care 30-50% of those with SEMI, who engage with statutory services, use only Primary Care Services

9 The 3 tiers of prevention, retention and rehabilitation Primary Prevention: health promotion, reducing stress, prevention of illness and injury wherever possible Secondary Prevention: Job Retention, early intervention, managing sickness & absence policies Tertiary Prevention: Vocational Rehabilitation

10 As Vocational Rehabilitation Services spread in Mental Health, there will be more need for job retention to keep these individuals in jobs when they secure them

11 The sick absence trajectory The chances of those individuals signed off sick returning to work after a period of 6 months is only 50% After 1 year it is 25% After 2 years it is practically nil – 5%

12 Outcomes relating to Job Retention – before the pilot The successful creation of a job retention service, helping over 35 people to remain in their jobs, and 15 to find other career paths Development of ‘key stages’ in job retention guidelines Training and education to OT’s and other health professionals in Trust

13 The Avon Job Retention Pilot June Commissioned by NHS Executive Funded by DWP, DoH and AWMHPT Qualitative Evaluation by IAHSP, King’s College, London Our aim was to provide a ‘one stop resource’ for employers – case management for employees and all the interventions that are vital in creating healthy work environments

14 Private Initiatives Occupational Health, managing absence Stress Policies & Audits Workplace Counselling Employee Assistance Programmes Well- being Programmes Helplines Mediation & Conflict Resolution

15 Public Initiatives Health Promotion Job Retention Specialist Mental Health Services

16 Key Points from the evaluation What a service user said: “ I don’t know what I’d have done without their support. It meant so much to have someone on my side, who could understand what I’d been through, and speak for me when I wasn’t well enough to deal with anything. I think I have them to thank for still being in my job. I’d have given up, I’m sure of that.”

17 “ We knew she was involved we knew she had a nurse, but they had never included us in things. It was so much easier when (the JRT) came on board. They made some useful suggestions on how to proceed, and the support they gave her and us made all the difference really.We’d have had to let her go, as things couldn’t carry on as they were”. Key Points… What an employer said

18 Key points… What GP’s said “It saves my time, and I know they will be able to help them, I know they will support my patient in sorting it out.” “They negotiate with work and stop the patient being frightened.They negotiate with the employer and know the patient’s rights. They also give them the confidence to go back. To have somebody they trust to do that, I just don’t have the time.” “I honestly think it’s great. I really like having a service that recognises there’s an issue I can’t deal with as well as I’d like to.”

19 Ongoing support at work “It’s just knowing that he is there. You know six months down the line, if I feel I can’t keep it together, I’ll ring him up.It’s nice to have someone like that. It’s the ongoing support in case any problems come up that I can’t deal with.” “My case manager has been helpful in ironing out the problems I’ve had since returning to work, and there are so many still going on. It takes a lot of the pressure off, and I don’t feel so much on my own anymore.”

20 Saving the job, saving the marriage 69% of job retention cases are in ‘permanent’ relationships 80% unemployed clients are single “ My husband thought I should let the situation go and not complain… This caused problems between us. Financial stress! My case manager briefed him on my state of mind, this made a big difference. So then I had the support of my husband as well.”

21 Life after the pilot Rolling out a nationally co-ordinated Job Retention Service Giving an effective response to the SEU Report Answering the need for training with Diploma and Certificate in Case Management Developing Public/Private Partnership Initiatives with joint investment

22 Key Elements Full range of professional services- qualified and accredited Standards across the professional boundaries, in addition to their own Training to manage cases proactively “ I could not have mustered all the services I needed – thank-you.”

23 Summary The Strategy for Mental Health & Work is clear Models tested in the UK are robust and confirmed by overseas experience Training & Development is urgent – we must have capacity – it is ready to go Funding currently being reviewed We now need ‘planes not pilots’!!


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