About the trust
Nottingham University Hospitals NHS trust (NUH) was formed on 1 April 2006. It is one of the largest NHS trusts in the country employing over 13000 staff across a range of staff categories.
Background
The trust’s 2007 staff survey highlighted that 23% of staff experienced bullying and harassment from colleagues and managers; a statistic which concerned both the trust and staff side colleagues. Whilst the trust had been able to reduce this figure (by 4%) in 2008, it was felt that there was still work to do to decrease this figure further. The trust decided to review its Dignity at Work policy and use this to underpin a ‘zero tolerance’ approach to bullying and harassment.
The new Dignity at Work Campaign, developed in partnership with staff side across the trust, focused on what Dignity at Work means, what bullying and harassment is, and linked it back to the trust’s existing standards of behaviours.
All of the trust’s staff side leads played a major role in the project, working in collaboration with the vice-chair leading the project in partnership with HR.
Martin Benn, Staff side link for the Dignity at Work project said “the Staff survey revealed an unacceptable level of perceived bullying and harassment which was of concern to both staff side and HR. We both felt the need to work together to raise awareness of the issues, in particular what actually constituted bullying and harassment and what didn’t. Following an open and constructive dialogue, a new and strengthened policy was agreed and an awareness programme devised to tackle the problem. Staff side and HR worked together with equal input and we linked this issue with the other initiatives being implemented by the trust.”
Project delivery
A jointly led project team was established to take the campaign forward, involving HR and staff side representatives, thus reinforcing the project’s importance as a shared responsibility and priority within the trust.
The campaign included:
- A review of the existing policy in partnership with staff side and the development of an Implementation Manual to aid managers and employees in managing and eradicating bullying and harassment in the workplace
- Development of a communications strategy incorporating Dignity at Work in the Trust Briefing, the Corporate Induction and Staff Awareness sessions
- Road shows across both sites of the trust
- Establishment of Bullying and Harassment Champions - these are individuals who are trained to a greater degree on the Dignity at Work Policy to provide advice on the options available to staff experiencing bullying or harassment, including the support mechanisms provided to trust employees. This is a voluntary role and any member of staff can apply (excluding HR and Trade Union representatives)To date there are six trained champions and the goal is to eventually have a champion within each directorate (10)
- Commissioning of a ‘Building Essential Leadership Skills’ (BELS) course for delivery to band 7 staff which includes training on managing conflict.
Project outputs
Staff feedback following the awareness sessions was very positive. The Dignity at Work Champions provide operational ideas to support the campaign and support colleagues by signposting them to the relevant information. As members of the Dignity at Work Champion group they keep Dignity at Work in the forefront of everyone’s agenda.
The 2010 staff survey showed a further decrease with 15% of staff experiencing harassment, bullying or abuse from colleagues and managers in the previous 12 months. Results also showed an increase in the perception by staff of effective action from their employer trust against bullying and harrassment from colleagues and managers at work. The project has had a beneficial impact on patient care resulting in a reduction in the number of complaints received from patient groups about communication and attitude – falling from 259 to 182. One statement; “the staff were always friendly, caring and polite to wards me” received a very positive response with 927 answering yes.
Under the new policy the trust saw an increase in the number of official warnings given for instrumental bullying and harassment and two dismissals for intentional bullying and harassment. The message sent out by the trust is that it adopts a ‘zero tolerance’ approach to bullying and harassment. It is hoped that as the approach becomes embedded in the organisation that the trust will be faced with fewer warnings as a result.
Emma-Jayne Pérez Chies, Directorate HR Manager said “as we have been working in partnership throughout and making joint decisions there have been no barriers presented to us in terms of the project plan. In actual fact, partnership working has provided a multiple view and critique which ensured an outcome that is supported by everyone. I have thoroughly enjoyed working in partnership and feel that I could not have achieved success without the support of my staff side colleagues.”
Top tips
- Planning is the crucial element to any successful project and by doing this in partnership with staff side the trust secured a joint approach with all parties working towards a shared aim.
- Liaise with other trusts to see if they have been tasked with doing the same project and learn what worked and did not work for them.
- Ensure timeframes are realistic - don’t rush.
- Engage with staff.
- Be open to changing decisions following feedback.
Further information and contact information:
Emma-Jayne Perez-Chies – Directorate HR Manager
Emma-Jayne.Perez-Chies@nuh.nhs.uk
Martin Benn - Staff side vice chair martin.benn@nuh.nhs.uk
Bel Rowe – Deputy Director of HR bel.rowe@nuh.nhs.uk