Wellbeing Teams

Last week reinforced for me how important social workers are in how Wellbeing Teams develop. I was working with senior leaders in Wigan and Martin Walker from Think Local Act Personal, on how we can introduce Individual Service Funds. This means that we want to look link social work assessments and paperwork with the paperwork used in homecare, to make it seamless for people and reduce any duplication. We also want to work as ‘Trusted Assessors’ and work with social work colleagues in that role. So our relationship with social workers is critical to our success, and I wanted to invest in help and support to get that right. This is where Ali comes in, as I have asked  her to be our advisor to support us to pay attention to the wellbeing of social workers in how Wellbeing Teams develop. I asked Ali to introduce herself, and why Wellbeing Teams matter to her. 

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I met Rod two years ago at the Microsystems Festival in Jonkoping. I was immersed in my NHS Change Day Challenge of introducing one-page profiles in health and care, and talked to Rod about this. One year later, we were both back at the Microsystem Festival presenting on how Rod had introduced one-page profiles on Mallard Ward at Doncaster Royal Infirmary. I am delighted that Rod has agreed to be one of our Advisors in Wellbeing Teams. Our purpose is to do whatever it takes to support people to live well at home and feel part of the community. This means paying good attention to people’s health and in particular the reasons why people may end up in hospital. Rod is going to help us make sure we can do that. We are starting with a series of blogs together sharing Rod’s practical advice for keeping people well at home. I asked Rod to start by introducing himself here.

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As getting and keeping great staff is the greatest challenge in health and social care, what can we learn by thinking about it from the candidates perspective? In our next two blogs we think about approaching recruitment from the candidate’s perspective. If the process was designed around their experience, and not just in terms of an efficient organisational process, then what would this look like?  I asked Neil what he would recommend if we were starting with a blank piece of paper, and resources were no option, then how would he design  the ideal ‘customer journey’ for a candidate? What would we see if we were looking at it from that perspective?

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Neil has been helping us to think about recruiting to our new roles of Community Circle Connectors and Practice and Team Coaches. Having thought about how to describe the role, who we are looking for, and avoiding the usual advert traps, we now think together about where to advertise. Previously I had just assumed that using electronic boards like Indeed and Linked In  were the best options for these roles, and reading  Saving Social Care helped me to see this differently.

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Our last blog looked at a different way to think about person-specifications, and this week we are looking at how you describe the role itself – the job description. We have two roles that we are recruiting two, Community Circle Connectors and a brand new role called the Practice Coach. Neil had two recommendations for how we could improve and this blog describes what they are and what we did.

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I am recruiting new Wellbeing Teams in Wigan in two phases. I am starting with the Practice Coaches, the Team Coaches, and the Community Circle Connectors, who will be supporting the teams. When they are in place, they will help us recruit the Wellbeing Teams. These are not typical roles, and the first step is to be able to clearly communicate the who we want to recruit and what the role is. We use a summary of the essence of the role, and then what it means in detail, and instead of a person specification we use the one-page profile format of ‘Could this be you?’.

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When I first heard about the different Generations I was suspicious, it sounded like mass stereotyping. When I heard Simon Sinek blame parents for their role in creating Generation Y I was annoyed. When I saw the work that Health Education England had done on bringing different generations into nursing, it made me think again.
We know we need more people working in care, and more young people. Efforts have been focussed on marketing campaigns, both nationally, through the work of Skills for Care, and regionally like Proud to Care South West. The assumption behind them is that people are not aware of how good working in care could be, so sharing stories from workers about their positive experience is a way to change this.

The work HEE has done on different generations suggests it could be more fundamental than that.

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