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NHS Greater Glasgow and Clyde is looking to improve the support available to staff across the organisation about what they can do if they have been subject to sexual harassment or any other form of harassment.

We are have developed a staff campaign to

  • demonstrate zero tolerance for harassment, including sexual harassment, across NHSGGC.
  • build the trust, confidence and knowledge of staff that they can raise these issues and that they will be dealt with appropriately
  • ensure managers are equipped to deal appropriately with issues that are raised
  • let all staff know what is and is not appropriate in the workplace.
  • Put in place the right support for people who are the victims of harassment.

If you believe you or one of your colleagues has been the victim of harassment, please contact our Bullying and Harassment confidential helpline on 0141 201 8545 or the HR Support & Advice Unit.

You can also seek support and counselling via Occupational Health, or via the range of support shown in the Resources section at the bottom of this webpage.

What is harassment?

Harassment is unwanted conduct related to a relevant protected characteristic (age, disability, gender reassignment, race, religion or belief, sex, or sexual orientation, marriage and civil partnership or pregnancy and maternity), which has the purpose or effect of violating an individual’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that individual. It may also relate to other personal characteristics such as trans identities including non-binary, weight or social status.

Examples of Harassment as outlined in the NHSScotland Bullying and Harassment Policy:
  • offensive jokes, banter and comments
  • ostracising or “freezing out”, ignoring and staring
  • patronising comments and remarks
  • mimicking
  • use of derogatory terms
  • inappropriate personal questions or comments
  • belittling or patronising comments or nicknames
  • assault or other non-accidental physical contact, including disability aids
  • the display, sending or sharing of offensive letters, publications, objects, images or sounds
  • graffiti
  • offensive comments about appearance or clothing
  • deliberate and consistent behaviours which demonstrate a non-acceptance of aspects relating to protected or personal characteristics, for example, failure to use requested gender pronoun for a transitioning individual
Examples of Sexual Harassment as outlined in the NHSScotland Bullying and Harassment Policy:
  • indecent exposure
  • sexual assault
  • unwelcome sexual advances, propositions or pressure for sexual activity, continued suggestions for social activity within or outside the workplace after it has been made clear that such suggestions are unwelcome
  • suggestions that sexual favours may further a colleague’s career or refusal may hinder it, for example, promotions, salary increases etc.
  • leering, whistling or making sexually suggestive comments or gestures, innuendoes or lewd comments

Our Bullying and Harassment policy has both an informal and a formal process

The informal process focussed on early resolution. This recognises that the best way to resolve the issue at the earliest opportunity is by ensuring the other party is aware of the impact of their behaviour.

If early resolution is unsuccessful or the bullying or harassing behaviour is significant or persistent in nature, the employee or manager may initiate the formal process.

The information below sets out what you need to know about our informal and formal process.

Informal process (Early resolution)
  • Speaking to the other party directly – the complainant approaches the other party to tell them that they find their behaviour offensive, why this is the case, and to ask them to stop.
  • Writing to the other party – the complainant writes to the other party to tell them that they find their behaviour offensive, why this is the case, and to ask them to stop.
  • Supported approach – if the complainant finds speaking to the other party too difficult, but still wishes to seek early resolution, they can ask a manager to relay their concerns to the individual.
  • Supported conversation – if the individuals involved agree that early resolution is possible this can be supported through an informal discussion. Such meetings can be offered by a third party, e.g. a manager or HR representative, and involve supporting the employees to have a face to face conversation to start rebuilding relationships. During this process employees can be supported by their Trade Union representative or a work colleague. A record of the agreed outcomes will be provided by the third party to all participants.
  • Mediation – the manager may suggest this to the parties involved to actively support early resolution. Mediation is voluntary and has a clear structure. It offers a safe and constructive approach to enable the parties to problem solve and develop a realistic agreement that meets all their needs. The trained mediators are impartial and they do not take sides or offer solutions but promote and support good conversation. What is said in mediation is confidential and cannot be disclosed or used in any subsequent procedure.
Formal process/procedure

If early resolution is unsuccessful or the bullying or harassing behaviour is significant or persistent in nature, the employee or manager may initiate the formal procedure.

In such cases the manager will assess any risk to determine what supports can be put in place to allow the employees to continue working together during this period e.g. alternate shift patterns. Where this is inappropriate, the employee alleged to have demonstrated the bullying and/or harassing behaviours will be moved to an alternate placement unless the complainant requests a move, or there is a legitimate service need which dictates that the other employee cannot be moved.

To initiate the formal procedure the employee should write to their manager or where this is not possible, or appropriate, to the next level of management. The communication should detail the employee(s) alleged to be demonstrating these behaviours and the nature of these. The employee may access a confidential contact or HR for advice, or a trade union representative for support and assistance.

If the employee has chosen to go straight to the formal stage of the procedure, a manager will discuss with the employee why they think early resolution is not appropriate and will offer every support to allow early resolution to take place.

The manager who receives the complaint must acknowledge the complaint in writing within 7 calendar days, using the Standard acknowledgement letter template. The letter outlines the process for either revisiting the possibility of early resolution or the process of investigation to be undertaken in line with the NHSScotland Workforce Policies Investigation Process.

Training for Managers

Add dates and Link to HT page.

There are a range of Available services to support any member of staff who feel that they are being bullied or harassed:

Support Materials

Posters and Leaflets

If you require printed materials, either additional copies of the Harassment: Recognise It, Respond to It posters, or the leaflet, please contact: ggc.staffexperience@ggc.scot.nhs.uk

Other Resources

Self-reflection tool for employees to help reflect on behaviours they are experiencing in the workplace, and to help you determine whether what they are experiencing is harassment: Am I being harassed at work reflection tool

This flowchart outlines the key steps in the process when raising concerns about harassing behaviours: Bullying and Harassment Policy Flowchart

Bullying and Harassment Policy Complainant Guide | NHS Scotland

Bullying and Harassment Policy Overview | NHS Scotland

More information and supporting resources can be found here: Sexual Misconduct in Surgery – Let’s Remove It | RCSEd

Surviving in Scrubs

GMC Maintaining personal and professional boundaries

On this page

Mental Health and Wellbeing

NHSGGC promotes good mental health and the wellbeing of our staff. We treat our people fairly regardless of their mental health status and we don’t discriminate. We also provide a safe and healthy workplace. 

Mental health problems like stress, depression or anxiety cause a significant proportion of sickness absence across Scotland. We know that getting support at an early stage can prevent absence from work and help recovery. 

To achieve this, our staff will be managed in a way that is not detrimental to their mental health and positively promotes mental health and wellbeing, following our policies in this area.

Top Tips

  1. Mental health problems are a common cause of long term sickness absence and have major resource implications for NHSGGC. Promoting positive mental health and wellbeing helps improve physical health, social inclusion and productivity
  2. NHSGGC has a duty of care under our Staff Governance Standard to protect the mental health and wellbeing of our staff whilst they are at work. We are also committed to tackling disability discrimination, including discrimination relating to people who experience mental health problems.

Beyond our legal obligations, we promote good mental health and wellbeing by providing healthy working environments to help develop and nurture staff.

Policy

NHSGGC aim to promote and protect the mental health and wellbeing of staff. A range of policies and practices exist to help us do this and this policy guidance brings these together for easy reference: Board Mental Health and Wellbeing Policy.

If you have any questions in relation to this policy please contact the HR Support and Advice Unit.

Attendance Management

The NHS Scotland Workforce Attendance Policy came into effect on the 1st March 2020. This policy aims to encourage and support employee attendance, where health impacts their ability to be at work.

The aim of Attendance Management is to help the Board make the most of the employee attendance by reducing both short and long-term absence through promoting positive attitudes to work and effectively working in partnerships with all parties to reduce employee absence to the minimum levels as possible. This policy ensures that NHSGGC adopt a fair, consistent and supportive approach to staff with health problems, resolving long term or on-going absences through the most appropriate means available and ensuring they provide a healthy and safe workplace.

Further information and supporting documentation can be found on the Attendance Policy Overview.

COVID Special Leave will end on Sunday 31st March 2024. Therefore, from 1st April 2024 any employee absent due to COVID symptoms will be recorded as sick leave. Please see DL(2024)03 – Removal of Temporary COVID Special Leave for further information.

Managers can also access the Attendance – Managers Toolkit for guidance.

The introduction of the Workplace Adjustment Passport aims to support employees with a disability, health condition or diversity in the workplace to have a great experience at work. This can be used to support employees within their current workplace or when moving between departments and / or roles. This is in accordance with the Equality Act 2010.

NHSGGC Menopause Policy

NHSGGC is committed to ensuring the health, safety and wellbeing of our employees and ensuring everyone is treated with dignity and respect.

The menopause is a natural process and for many can be positively managed through lifestyle adjustments. However, NHS Greater Glasgow and Clyde recognises that for some the menopause is not always an easy transition. Some employees may need additional considerations to support and improve their experience at work.

NHS Greater Glasgow and Clyde is committed to supporting employees who are affected in any way by the menopause and to support and inform managers so that employees reporting issues are treated fairly and given appropriate support.   

Phased Return Guidance

Phased Return Following Long Term Absence

Following long term absence the arrangements are that an employee who returns to work on a phased return as recommended by Occupational Health will be entitled to be paid for a period of up to 4 weeks at their normal contractual pay.

If the phased return needs to extend beyond 4 weeks, the employee will be expected to contribute any accrued annual leave. However, if an employee does not wish to use their annual leave they can opt to be paid according to the actual hours worked during the phased return period.

Phased returns should not normally last for periods of longer than 8 weeks.

Smokefree

NHSGGC have a zero tolerance approach to smoking  on all NHS grounds and premises. NHS Greater Glasgow and Clyde is committed to providing a safe and healthy environment for all staff, patients and visitors. 

Our Smokefree Policy aims to work towards a tobacco-free environment. This policy applies to all staff, patients and visitors. 

COVID-19 Instructions and Risk Assessments

All instructions and risk assessments for testing in patients with suspected or positive COVID-19 are listed below. This page will hold the most up to date version.

Abbott Freestyle Precision Pro glucose meters

Abbott i-STAT analyser

Roche influenza point of care unit

  • POC influenza risk assessment
  • POC influenza instruction

Hemocue Hb and WBC

  • Hemocue risk assessment

Haematology QEUH

  • Haemochrom risk assessment
  • Rotem risk assessment
  • Verify Now risk assessment

POCT Contact Information

  • Chairperson NHSGGC POCT Committee: Andrew Kerry, Consultant Clinical Scientist, Royal Alexandra Hospital

Biochemistry Contact Information

Haematology Contact Information

Virology Contact Information

POCT Support Information

Please contact the relevant laboratory discipline in your sector if you are considering introducing a new POCT service in your area. Staff will be happy to talk you through the process and direct you to the paperwork required prior to approval and introduction of any service. As a first step we would encourage you to read the POCT policy and POCT checklist.

No new POCT service will be introduced or supported by the committee unless the POCT checklist is completed and signed off.

POCT Useful Documentation

What is Internal Quality Control?

Internal quality control (IQC) involves analysis of control material of known concentration within predefined limits. This ensures the quality of the results produced prior to reporting any patient results from the POCT device

What is External Quality Assurance?

External Quality Assurance (EQA) involves analysis of a sample of unknown value from an external, independent source. The results are scrutinised by the EQA scheme provider and allow comparison of results across multiple sites. Participation in EQA allows monitoring of performance and possible early detection of a systematic problem with analysis of patient samples.

Any site wishing to introduce a new POCT service must enrol in a recognised EQA scheme.

Audit

The POCT team will perform audit of the service and provide feedback to the service lead. The audit outcomes and any corrective and preventative action are documented in the laboratory quality management system.

The NHSGGC Point of Care Testing (POCT) committee meets bi-annually with the aim of policy-making and review of sector POCT groups. The committee also includes Primary Care representation with the aim of guiding appropriate POCT governance in the community. The POCT Co-ordinators management group meets bi-monthly, with multidisciplinary representation and includes user representation where appropriate. The group focus on implementation and monitoring of POCT activity within each sector.

If you use POCT in your clinical area you must ensure your device is registered with the NHSGGC POCT committee.

What is Point of Care Testing (POCT) Testing?

Point of Care testing is defined as ‘Diagnostic testing that is performed near to or at the site of patient care with the result leading to a possible change in the care of the patient.*’ This normally takes place in a non-laboratory setting by appropriately trained non-laboratory staff.

  • ISO 227870: 2016 Point of Care Testing (POCT) – Requirements for Quality and Competence.
Potential Advantages of POCT

Rapid turnaround of results

  • Reduced patient waiting times
  • Earlier impact on clinical decision making
  • Financial efficiencies

Less invasive

  • Smaller sample volumes

Accessibility

  • Ability to reach remote places
  • Improved healthcare access
Potential Disadvantages of POCT

Expensive compared to conventional laboratory testing

  • Cost of consumables, IQC, EQA
  • Staff resource required at source of testing

Sample quality

  • Higher rate of pre-analytical errors are associated with POCT due to poor sample quality

Staff Training, competence and documentation

  • Appropriate training and continued competency checks required to ensure accurate results
  • POCT may need to be manually entered into patient record which is potentially problematic

Safety

  • Clear protocols required for infection control, storage and disposal of clinical waste etc.

Point of Care Testing (POCT) Services Offered in NHSGGC

Please note, not all services are available in all sectors.

Biochemistry
Haematology
  • Haemoglobin
  • INR
  • ROTEM analysis
  • Verify Now antiplatelet drug monitoring
  • White Cell Count
Microbiology/Virology
  • Flu/RSV (Paediatric RHC)

Further Information and Resources

NHS Greater Glasgow and Clyde believe that all staff should be able to thrive and flourish at work. It is a core role of the organisation and managers to support staff to enable them to do this.

For a staff member with a disability and / or a long-term health condition, standard working practices should be reasonably adapted to enable that member of staff to continue to work. Doing this will:

  • Enable the staff member to feel appreciated and valued at work
  • Help us retain staff and reduce sickness absence
  • Ensure that we comply with relevant equality legislation  
  • Remove barriers to full participation to all our staff
  • Implement reasonable adjustments to avoid the time spent managing sickness absences.  

Putting in place a reasonable adjustment can mean that a member of staff is treated differently from their colleagues and is in fact what we are required to do under the law. This is the difference between treating team members equally and equitably.

Our Reasonable Adjustment Guidance explains what reasonable adjustments are and how managers should support any of their staff with disabilities or long-term conditions.

This is accompanied by the Workplace Adjustment Passport and Reasonable Adjustment Review Form, which should be used by staff and managers to record any agreed adjustments.

Some helpful case studies and links to further resources are below.

Case Study 1 – a member of staff who experiences sensory issues and wears hearing aids

Susanne, aged 23 years, is a newly recruited staff member within an inpatient setting. She is a trainee within the Audiology team. She wears hearing aids in both ears and did not disclose information about her disability during the interview. However, she informed her manager when offered the job. Her manager contacted HR to seek advice about how to proceed and support this recruitment process as well as Susanne with reasonable adjustment to work within the team. 

What adjustments would make a difference?

  • Discussing the role and responsibilities with Susanne.  
  • Speaking with Susanne to gain a greater understanding of her needs. 
  • Making a referral to Occupational Health. 
  • Discussing potential adjustments to equipment or environment that may be required. Providing extra time to carry out record keeping and lengthening appointment time with patients.
  • Gaining consent from Susanne to disclose information about her needs with the team and specifically her supervisor. 
  • Provision of emotional support from peers and colleagues to ensure Susanne feels that she is heard and listened to.
  • Creating a personalised fire evacuation plan.
Case Study 2 – an employee returning to work after a long-term sickness absence following a stroke

The experienced employee was referred to Occupational Health (OH) following his return to work after a stroke. He is 41 years old and does not want to go for medical retirement. 

The employee has difficulty concentrating, focusing on tasks and can appear to be anxious, and therefore to be struggling physically. During the OH consultation, the employee indicated that his cognition, hearing and physical functions were impacted. He was under the care of rehabilitation for 8 months. Prior to the appointment, the staff member had no clue about any adjustments but was keen to return to work to keep him occupied. 

At the rehab centre, he met therapists (OT, Physio, and Audiology) who were able to improve the functioning to manage activities of daily living (ADLs), but this required time. 

Key Issues: 

  • The ward environment is busy and distracting.
  • Having difficulty remembering processes and therefore anxious that they appear to be not coping, which affects physical functioning such as typing/ writing.                    
  • Unable to walk long distances.  

Adjustments suggested: 

  • The OH Staff Nurse identified and proposed a graded return to work with increased meetings with the supervisor. Would be happy for workplace adjustments passport to be completed covering: 
  • Support with routine planning.
  • To use a quiet office to complete his written work, such as care plans. 
  • Prepare check lists for tasks/processes. 
  • Using flowcharts to make following processes easier, as the standard operating processes contained too much information, which caused confusion. 
  • During rounds/meetings, they use a note-taking app on their work phone. 
  • Use of aid when walking. 
  • Taking frequent breaks as and when required. 
  • Flexibility to work from home when too tired to stay on site.  It was noted throughout this agreement that duties would gradually increase and skills improve.
Case Study 3 – Member of staff entering the menopause

Anna is a nurse in a community setting. About 4 years ago – aged 48, she stared to notice symptoms.  “Not the stereotypical  night sweats and changes to my periods, but struggled with sleeping, sore joints, low mood and generally not feeling myself”. 

She was lacking in confidence – been in her job a long time so was feeling that she should be at the top of her game, but couldn’t remember things, was worried about driving, prescribing and stressed that she would make mistakes at work.

Lucky that she worked where there are lots of colleagues who were really supportive and said that it sounded like the peri-menopause.  They suggested Anna had a chat with her GP who provided her medication.

Anna didn’t talk to her line manager about it at the time, because she felt that she should have been able to manage things.  Anna didn’t want to be seen to be moaning or seen as weak.   While she feels she should have been able to, Anna didn’t have that relationship with her line manager at that time. 

What adjustments would have made a difference?

The single biggest thing that would have made a difference is some flexibility with start times.  Her team had an 8.30am meeting before the clinic day starts and Anna liked be present at the meeting, not rushing in at 8.30am.  If she’d had had a bad night with no sleep, that was incredibly difficult for her. Just to have known it was OK to text and say ‘had a bad night’ and get support from her manager to start a bit later, took away a lot of her stress and anxiety.

The other thing that was important was emotional support from peers and colleagues.  Just someone to off-load to, have a chat and listen to. 

Anna reflects that this needs a gentle approach because people might not be ready to accept the stage they are at, can be resistant to accepting that the symptoms are menopause. Her experience was that self-care is a big thing too – not just about medication.

Case Study 4 – adjustments for individual with Attention Deficit Hyperactivity Disorder 

The employee was referred to Occupational Health as a Management referral due to performance and capability issues as a newly qualified Staff Nurse.

The employee had difficulty with focussing on tasks and appeared to be anxious. During the Occupational Health consultation the employee indicated that when they were university they had been diagnosed as having ADHD and had been supported with written work assignments and placements as a student. As this was their first qualified Nurse post they did not know if they needed any adjustments.

As a newly qualified Staff Nurse they had a Preceptor (mentor) who was already providing one to one support to become familiar with the ward and processes to be followed. The Staff Nurse identified that they were developing a good bond with their Preceptor, and would be happy for a workplace adjustments passport to be completed and shared with the Preceptor and the Senior Nursing team.

Issues identified by the Staff Nurse was that they found the ward environment busy and distracting and had difficulty remembering processes and anxious that they appeared to be not coping.

We discussed the Scottish ADHD coalition Guide to ADHD  (www.scottishadhdcoalition.org)  in the workplace and used this to identify specific issues and solutions that the Staff Nurse may find useful.

Adjustments suggested

  • Increased meetings with the mentor, initially daily to supervise work and plan the daily tasks.
  • To work with the Preceptor as buddy rather than ad hoc catch ups.
  • To use a quiet office to complete her written work, care planning and prepare check list for tasks/ processes.
  • There was already SOP (standard operating processes) but the Staff Nurse identified they were too much information on them and these caused them difficulty.  They realised if they made bullet points they could follow processes easier.
  • During rounds/ meetings, use a note taking app on their works phone.
  • Once they became familiar with the ward routine they did not require as much feedback but continued to have meeting with the mentor so any difficulty was identified as soon as possible.

Allied Health Professions are a crucial part of the NHS, making up one third of the clinical workforce.

  • Art Therapist
  • Diagnostic Radiographer
  • Dietitian
  • Dramatherapist
  • Music Therapist
  • Occupational Therapist
  • Orthoptist
  • Orthotist
  • Paramedic
  • Physiotherapist
  • Podiatrist
  • Prosthetists
  • Speech and Language Therapist
  • Therapeutic Radiographer

The Return to Practice process enables you to re-register with the HCPC after a period of time away from your profession. There are many reasons why you may not have practiced such as caring/parental responsibilities, illness, travel or other career routes.  We value the skills you have gained whilst you have been away and look forward to your return.

Different requirements apply depending on how long you have been out of professional practice. 

NHS Careers Scotland has all the information you need about the steps to re-registration including the links to the HCPC who manage the final step.

Now is the time to return and help to deliver safe and effective care for the people of Scotland.

Measles is a highly infectious, rash illness that can lead to severe complications. Europe is currently seeing a resurgence of measles. Cases imported to Scotland, from the rest of the UK and elsewhere, could propagate local outbreaks within under-vaccinated communities.

Protection of healthcare workers (HCW) is especially important in the context of their ability to transmit measles or rubella infections to vulnerable groups. While they may need MMR vaccination for their own benefit (including protection against mumps), they should also be immune to measles and rubella for the protection of their patients.

It should be noted that staff exposed to measles who don’t have appropriate evidence of immunity should be excluded from 5 to 21 days after exposure.

Staff Immunity

Assessment of healthcare workers MMR status is undertaken by the occupational health service at pre-employment.   Due to the recent resurgence of measles it is recommended that all healthcare settings review the measles status of their staff.   This is particularly important in higher risk areas including Emergency Departments and those staff working with particularly vulnerable patients e.g., haematology, oncology, maternity, paediatric and adult infectious disease units.

Satisfactory evidence of protection would include documentation of having received two doses of MMR, or positive antibody tests for measles and rubella.

Managers/Supervisors – Please complete the attached form detailing any members of staff identified as requiring MMR or, are unsure regarding their immunity/immunisation status and forward confidentially to the occupational health service via email occupational.health@ggc.scot.nhs.uk

Alternatively, if a staff member would prefer to discuss this confidentially with Occupational Health please advise they contact us by email as above or call 0141 201 0600

Occupational Health will then review the staff lists provided and arrange for an appointment if required. We will initially be prioritising the higher risk areas and areas where staff are working with vulnerable patients including;

  • Paediatrics
  • Neonatal
  • Maternity
  • Emergency Departments
  • Health visitors/family nurses; school nurses / additional needs schools nurses
  • Haematology / oncology
  • Infectious Diseases
  • Rheumatology
  • Renal

For the purposes of confirming satisfactory evidence the following will be applied.   

  • All HCWs who have documented evidence of two doses of MMR or positive antibody tests for measles and rubella should be considered immune to measles and no further action is required.
  • HCW’s who do not have this evidence will be offered two doses of MMR.

Building a Better Workplace: Working together to ensure our workplace is free of racism.

We want all staff in NHSGGC to feels safe, respected, and valued. Our workplace should always be a place where differences are celebrated and where everyone has the chance to thrive, regardless of their background or identity.

If you believe you or one of your colleagues has been the victim of bullying or harassment, you can find out more information on our factsheet or access the new helpline by calling 0141 201 8545, Monday, Tuesday, Wednesday and Friday from 9am to 4pm and Thursday’s between 12.00pm to 4pm.

There is more information about how to contact HR for support and advice on HR Connect.

Speak Up:

  • If you witness or experience racism, don’t stay silent. Use your voice to challenge it. Remember, bystander intervention can be incredibly powerful.
  • Talk openly and honestly about race and racism with your colleagues. Open dialogue is key to understanding and building empathy.
  • Utilize our dedicated channels: If you feel uncomfortable speaking up directly, you can use our confidential Bullying and Harassment Helpline or speak to one of our Bullying and Harassment Confidential Contacts

Get Involved:

  • Join the BME Staff Network: Connect with colleagues from similar backgrounds, share experiences, and support each other. You can join as a BME member of staff or as an ally.
  • Attend our Bystander Training: Learn how to effectively intervene in situations of racism and discrimination. See the links to sign up at the bottom of this page.
  • Become an Ally: Actively support and advocate for colleagues from diverse backgrounds.

Remember, every action, big or small, makes a difference. By speaking up, intervening, and getting involved, we can create a workplace where everyone feels respected and empowered.

Let’s build a Better Workplace, free from racism and discrimination. Together, we can make a positive change.

Active Bystander Training

‘Active Bystander’ is an innovative and award-winning training session which provides skills to challenge unacceptable behaviours, including those which may have become normalised over time. MS Teams sessions currently scheduled for 2024 can be booked via the following links:

9 April – 10.00am to 11.15am

11 April – 3.00pm to 4.15pm

23 May – 2:00pm to 3:15pm

11 June – 9:30am to 10:45am

Resources

Six Resources you can use to help make your workplace inclusive and welcoming.

Speak Up!

if you see have any concerns or issues at work, please Speak up! This could be about your working life, the quality of service we offer or the care provided to our patients. You can find out more about how to Speak Up on our dedicated webpage.