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Focused on supporting yours and your team's mental health, this e-learning platform provides support to have conversations with staff about their mental health and wellbeing
This is a 2-part training session for staff new to the managers role. Part 1 will be a virtual session that will cover the bitesize sessions of the key managerial tasks and the trusts processes and sign posting to further available training. Part 2 is a face-to-face classroom session that will demonstrate key skills and will be scenario based interactive session and an opportunity to practice new skills. If you are moving into a management role, please email debbie.norton@nhs.net to book onto this.
We know how important it is to ensure that we retain and develop our staff and as part of the people plan for Kingston, we want to provide a platform where staff can benefit from each other in sharing their vast experience and expertise and support one another.
Looking After You Too: an individual coaching support offer for Black, Asian, and Minority Ethnic (BAME) staff working in NHS trusts
This is a one-to-one wellbeing coaching support offer for the BAME NHS workforce in NHS trusts.
All coaching sessions are free and confidential – details will never be shared with employers. All coaching sessions are available via phone or video call, seven days a week at a day and time that suits you.
Thrive LDN is a citywide movement to improve the mental health and wellbeing of all Londoners. Thrive LDN is working with partners to help coordinate a collective response to the public mental health challenges which are developing in London.
The website will provide you with:
ELOP is a holsitic lesbian and gay mental health charity based in East London.
The HeadsOut Service is free and offers a range of activities, all of which are currently taking place online:
The Executive Suite has been designed to support senior leaders working across the health and care system (CEO,AO, Chair, PCN Clinical Director, NED, Lay members, Executive Directors or equivalent). The suite includes a comprehensive package of supportive offers and resources that are designed to support you to remain a resilient leader, continue to thrive in your role, and set cultures that value the importance of health and wellbeing. This includes: • Seminars from internationally renowned and prominent health and care experts • Access to virtual Action Learning Sets • Curated resources • Access to 1:1 psychological support • Access to mentoring • Career development support
Please reach us at khft.staffwellbeingappointments@nhs.net if you cannot find an answer to your question.
Whilst health and wellbeing has always been an important part of managing and supporting staff, Covid has created acute pressures on our workforce and it is essential we make every effort to support our colleagues in managing these pressures, both now and in the future.
It’s informal and supportive so the tone of the conversation should reflect this. The attached checklist is designed to help you have a conversation with your direct reports. It may be that there is an obvious issue or set of issues the individual wants to discuss with you but equally some issues may need to be teased out, either because they’re not obvious or are quite complex
es, there is a boundary between the information people want to share and that they wish to keep private. From the manager’s perspective, you can only ask the question and deal with the information people are willing to share. This is particularly true in terms of family or mental health issues which, by definition, are more sensitive in nature.
You should direct the individual to the extensive range of health and wellbeing services
available under the four pillars of physical, mental, family and financial health (details can be
found on the intranet). If you are unclear about which service to signpost please contact your
HR Business Partner.
These conversations should be part of a good supervisory relationship, but the request is that
you have a more formal recorded discussion at least twice a year linked to the appraisal and
mid-year review cycle. A note of your health and wellbeing conversation should be kept
alongside a more formal appraisal discussion. Add an answer to this item.
Quite simply because leave is a very important way of helping staff achieve a work/life
balance and many of our colleagues have accrued significant amounts of leave during Covid.
Our expectation is that staff should try to use as much leave as possible before the end of the
leave year. If for whatever reason it is not possible for all leave to be taken before 31 March,
and subject to colleagues having taken the statutory minimum of 20 days in the current leave
year, the Trust will support them to carry over up to 20 days of leave across the next two
financial years.
However we would encourage the use of leave that is to be carried over within the first
quarter of 2021/21, balancing the demands of the job with the needs of the individual.
We would also recommend that you develop a clear plan for your 22/23 leave by the end of
quarter one of the year, and have any residual carry forward leave booked.
Depending on its nature, you may want to share this with your manager and/or your HR
Business Partner, so that appropriate action can be taken or support given
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Kingston Hospital Foundation Trust