Title: Transforming employee health (death) to occupational Health
Abstract:
Employee health has been the standing title for the staff health department for many years or as it is often referred to employee death due to the limited support offered. Undertaking transformation of a service needs buy in from many healthcare practitioners as well as the convincing of staff that the change will benefit them in the role they are assigned to. Change management (Ball et al 2017) is key, as well as effect transformational leadership (Bass 1978 and Burns 1985) but this project requires a trio approach, and the 3rd element is that of a collaborative leader (McDermott and Hall 2017). Realignment of service delivery re focussing appointments and referrals, emphasizing confidentiality in the requirements for a staff member to continue working, the development of a budget to support equipment and supplies to keep staff in work as well as the required skills acquisition of current staff in the Department. A small pilot is currently underway as staff obtain and are recruited for the new department. Staff wellness is one of the key requirements to be demonstrated in the Magnet journey to excellence and creating an occupational health department can develop staff wellness needs through mindfulness, a breakout room for stress management in support of other wellness activities. One drive of having a proactive department is to reduce the amount of sick leave staff use and to adjust working environments so staff’s needs are considered rather than moving them from one area to another.
Audience Take Away:
- Change management process to obtain acceptance of a service change
- The utilization of collaborative leadership in an emerging effective department
- Positive image that a change of service name and process can attain
