Best Practice Example

Transcription

1 P 2010 Best Practice Example Interview Information th Date: Februar 12P Duration: 70min Remarks: Short interruption due to telephone line problem A. General Enterprise Information Company / Organisation OÖ Gesundheits- & Spitals-AG, LKH Kirchdorf Postal Address Hausmanningerstraße 8 City 4560 Kirchdorf an der Krems Country Austria Name Betina Straßer, MSc Position Deputy Care Director -Adress HTUbetina.strasser@gespag.atUTH Phone number 0043(0) Website HTUwww.gespag.atUTH Sector / Branch (NACE) Q - Human health and social work activities Number of Employees 796 Publications (Sources) Age Sex male female Total < to Total

2 B. Policy & Corporate Culture: Description (max. 500 words) The WHP programme at the Federal Hospital of Kirchdorf was initiated by Ms. Betina Straßer, deputy care director, who had studied health sciences and for whom it was therefore important to implement WHP in the organisation. In cooperation with representatives of other departments, she introduced the benefits of WHP to the director s board in 2005 and in the space of one morning, she was able to convince them to approve and implement a WHP programme. Since November 2005, Kirchdorf hospital has been an official partner in the group Geh-Mit!. In January 2006, a workgroup for WHP was formed, consisting of representatives of each department. Annually, this workgroup works out a WHP programme with a special focus and a slogan. As an example, in 2008, the slogan was Healthy and fit step by step, focussing on cardiovascular diseases. In 2009, mental health promotion was in focus ( Healthy and fit mind and soul have to be in step ). This was a reaction to the generally increasing mental problems (depression, anxiety and alcohol and drug addiction) and fact that stress and pressure of time were the most often mentioned problems in the employee surveys. The focus was kept in 2010, with the slogan Follow us Body, mind and soul remain fit. Beside other issues, life cycle planning is important within this programme. Regarding Social Profit, collaboration and networking with other regional enterprises is planned. The physical, mental and spiritual health of the employees should be improved through the services and measures for mental health, thus preventing illness and other problems. The holistic approach not only takes the conditions at work into account, but recognises that also individual and social factors play a role in the health of the employees. This is of course also true for their private life. Measures are therefore also offered for these fields. Every autumn there is a kick- off event to which all the employees are invited. One of the event s objectives is to introduce the WHP focus for the coming year, and special events like presentations of external professionals on the topic are always included.. A brochure listing all courses and seminars is compiled. The employees are also informed about WHP measures by means of intranet, notice boards and the company newspaper. For employees without PC access (e.g. kitchen personnel, facility management), hardcopies are available. The management supports WHP completely, as shown by their participation in the kick- off events and seminars. WHP was also added to the mission statement. Additionally, the management provides sufficient human, time and financial resources. - 2

3 C. Organisation & Structure: Description (max. 500 words) The WHP workgroup meets quarterly and works out measures and various offers, recently with a focus on mental health. The workgroup leader is Ms. Straßer deputy care director. Representatives of all the departments are members of the workgroup, i.e. the works doctor, a clinical psychologist, the health officer, a doctor, a dietician, a physiotherapist, a representative of the kitchen personnel and facility management and the works council. All the members are qualified in mental health matters either by training or their occupation. As the workgroup members always participate in the kick- off events, are known in their teams and are mentioned in publications (e.g. in the company newspaper), the members and their fields of responsibility are known throughout the organisation. An annual budget of 5000 (as well as time resources) is provided by the enterprise for the WHP group activities and measures. - 3

4 D. Implementation: Description (max. 500 words) The planning and implementation of WHP measures is done by the WHP workgroup. Issues are collected from employee surveys, carried out approximately every two years. As some departments are particularly exposed due the current rebuilding, surveys may be carried out here at shorter intervals, and with a special focus on mental health as pressure of time and stress play a great role in these departments. Holistic health promotion is ensured through behavioural and condition-oriented measures. As condition-oriented measures are well established, the focus has been set on behavioural measures in recent years. Employees are provided with self-assesment tests (life balance model, according to Pescheschkian). Special offers for relaxation seminars are very popular among the employees. Shiatsu (individual/ whole body treatment, neck treatment at the workplace) progressive muscle relaxation, Qui Gong, Tai Chi and meditation. burnout prevention training, brain jogging, yoga, juggling, physical exercise and cooking courses are also offered. Successful communication ( understanding and being understood as a basis for successful interaction ) is important, as it strongly contributes to mental wellbeing. A seminar held by a communications professional on Introduction to the principles of dialogue is offered. Seminars and courses can be attended in leisure time, with the cost subsidised by the company. Times and dates of the courses are flexibly coordinated with the shifts of the employees. The course programme is communicated through brochures, intranet and notice boards. Employees can enrol by phone, or personal contact. Further measures for mental health promotion are individual working hours (regarding employee s age and private situation), supervision (in teams or special cases), work related crisis intervention, coaching of management and team leaders, training, annual staff appraisals and regular social activities ( e.g. Christmas market). Individual and social factors, as well as family, are also considered in the measures( Family friendly enterprise KH Ki ). Members of the employee s family may also participate in workshops and seminars, and on marriage or the birth of a child, financial support is provided It is also possible to have part time work after parental leave, an advance on salary, and there is a pension fund. Vacations in the federal recreation homes are offered too. - 4

5 Employees with mental health problems always have a contact person, e.g. work doctor or clinical psychologist. Team leaders and management are sensitised to recognise problems and they are required to approach the employee concerned. A temporary reduction of working hours or the opportunity to take a holiday is offered. The affected employee is offered opportunities for supervision and paid seminars, and contact addresses are also given. - 5

6 E. Evaluation: Description (max. 500 words) The evaluation of WHP measures is done by noting the number of participants and the information from the feedback sheets. Together with the feedback in the WHP workgroup, this ensures the continuous improvement of the WHP measures. Self assessment tests allow every employee to check whether their health has improved through WHP. Results are communicated by the company newspaper etc. One important result of WHP in the hospital is that employees can be motivated to take care of their health for years, although it is sometimes necessary to use a great deal of persuasion. People in general are hard to convince that they should take care of themselves. The positive effects of WHP have to be stated over and over again. The number of participants in WHP measures remains constant, and supervision is more and more accepted by the employees. Success factors are enthusiastic WHP promoters (workgroup) and the support of the management. - 6