Embedding wellbeing at work Cambridge University Hospitals case study Sarah Roberts, Head of Digital Communications at Cambridge University Hospitals, explains how PR and communication professionals have a unique opportunity to shape the conversation around mental health and wellbeing.
Make your message a force for good Mental health and wellbeing have always been important, but we’re now seeing more people who are willing to tell their stories. I think it comes down to these big mental health campaigns – like Time To Change – that have shown people ‘it’s OK not to be OK’. As communicators, we’re in a unique position to shape this narrative and make our messages a force for good. We shouldn’t underestimate our ability to do that.
Balance, not burn out Ensuring we have a good work/life balance has always been important to our communications team. And it became even more important when we had to change our ways of working in March because of the Covid-19 pandemic. For some the sudden switch to home-working was bumpy. For some the lack of normal routine completely unsettled their world. We didn’t have all the answers, but we explained we’d get through it together. During the height of the pandemic, we were following the gold-silver-bronze command structure that many public organisations use during major incidents. Someone from the team had to attend the daily silver meetings. Usually crisis comms only run for a short period, but we had an inkling this would be going on for a while. So we created a rota where we took turns to be ‘on call’. It not only helped us keep a grip on the situation but was good for preventing burn out. We knew what to expect and could prepare for days when we might need to work longer hours.
#CIPRWellbeing
Embedding wellbeing at work: Cambridge University Hospitals case study / 2
I’d recommend supporting wellbeing by trying where possible to create clear boundaries and setting expectations. Role-model the downtime behaviour you want to see. One simple example is not answering or sending emails outside of working hours, wherever possible. And if you do need to send something, can you schedule it so it doesn’t interrupt someone else’s downtime?
Understand your people One of the best things we introduced was a daily check-in. It allows us to keep an eye on what was going on and encourages a culture of sharing. All of us, including leaders, honestly rating how we’re feeling between 1 and 10, and talking about what’s going on with us. And it was lovely to see people starting to do better, even if it was going from a three to a five. It’s important to get a grip on what’s being asked of your employees. What are the competing demands? Because not everything comes through one channel; you can’t be aware of everything. On top of that, what’s going on with them personally? You need to understand the potential impact of any issues, so it’s important to have those conversations early on. Like most NHS organisations, we have an employee assistance programme and occupational health support and helplines. For people who need to be onsite, we also have ‘The Sanctuary’. It’s a place where people can step away from the hospital, to eat their lunch or take their break, and get involved with creative wellbeing activities, like origami and colouring. Our arts team decorated it with messages of thanks and children’s rainbow artwork donated during the pandemic, so people feel less isolated.
Get educated We’ve done some great work but there’s always more to do. We need to understand what people are going through so we can help them. Educate yourself on different mental health issues, what they mean for people, and the signs and triggers. It will help you to open conversation, make people feel more comfortable and build better relationships. Our job as communicators is helping people to feel safe and comfortable by getting them the right information. It’s about looking after our people.
#CIPRWellbeing
Embedding wellbeing at work: Cambridge University Hospitals case study / 3
Profile Organisation: Cambridge University Hospitals What we do: Cambridge University Hospitals is a family of hospitals comprising Addenbrooke’s and The Rosie, providing emergency, medical and surgical care – locally, regionally and nationally Our approach in a nutshell: Set boundaries – help employees to share the load during busier times and protect their work/life balance Understand the demands on your employees – get a grip on their challenges, inside and outside of work, so you can offer the right support Educate yourself on the issues – learn to recognise the signs that someone might be having a difficult time
Sarah’s top tip “Learn to recognise your own signs of stress. When I’m stressed, I end up working more. So I’ve learned that’s a sign I need to step away and get some perspective.”
For more resources and guidance around supporting mental health and wellbeing in your workplace, visit the CIPR website: https://cipr.co.uk/CIPR/Our_work/Policy/Mental_Health.aspx
#CIPRWellbeing