MIP Knowledge Exchange
Use the Knowledge Exchange website to network with 6872 NHS & social care managers. Access is free to both MiP and non-MiP members.
- Does anyone have a policy/procedure that deals with contract disputes and appeals they would be will...
- How to manage disruptive clinicians?...
- has anyone got a privacy and dignity policy that they have completed an equality impact assessment ...
As PCTs develop their strategic plans as part of the preparation for World Class Commissioning Assurance, Joe Rafferty, Director of Strategy and Commissioning, NHS North West tells us why he believes that while many PCTs may promise much, they will ultimately deliver little.
Case Studies
Case Study Three
John, an HR director, has been away from work with clinical depression. The trust’s own occupational health team accepted John’s doctors’ diagnosis of work-related stress and agreed a programme to enable John to return to work, including reasonable adjustments to his job duties.
However, it became clear that the trust’s chairman and chief executive did not want him to come back to work. They said they were worried about his illness returning. The union asked its solicitors about John’s employment law rights, including those under the disability discrimination act. It argued that a good employer would adjust an employee’s job to ensure that there would be no further work-related stress and John could continue as an effective member of the executive team.
Unfortunately, the hostile attitude of his colleagues put back John’s recovery from his illness to the point that he is now not able to return to work. John has had to take ill health retirement.