Last week was Carers Week. We spoke with Ginette Fraher-Vernon, Chair of Elysium’s Working Families and Caregivers’ Employee Resource Group.
“It was important that Elysium created this group for many reasons. We’re a very diverse workforce, which traditionally means having more caring responsibilities as well as work, whether that is for immediate family or wider family.
“There are also many international colleagues within Elysium who may not have the established wider network of immediate familial or other support to offer care, either for a child or other relative. We recognise that sourcing care is expensive and not always easy.
“People want a work/life balance and flexibility. I know the challenges myself! I have a large family and it’s a big juggling act – we have to recognise that 9-5 doesn’t work for everybody.
“And we do offer flexibility. For example, many of our services offer flexibility for people working on the wards, and it does help support and retain colleagues.
“We want to be the place to work that can accommodate people’s needs to be caregiving to their own families, as well as to the people we support. Our view is that if we look after people well, they will also want to help.
“We know there is great interest in and a need for our Working Families and Caregivers’ Employee Resource Group. It has 40+ members already and draws its membership from across the organisation. Our members include a wide range and levels of experience, including practice nurses, healthcare assistants, hospital directors, clinicians and people working in business support roles.
“That variety is really important when looking at flexible working policies – getting that wide scope of reference and impact. We have been integral to developing the flexible working policy, including researching the new law. We took it upon ourselves to get feedback on the current policy and how it works for staff on the ground. We redrafted it to incorporate the feedback we had received, and the new policy has been ratified and is live for staff to use.
“Nearly all of our suggestions were taken on board, including really important elements such as timescales in responding to people’s requests for flexible working. We want people to know from the outset.
“We are linking in with HR to ask them to run teaching/workshop sessions for line managers so they know what the law is, and what people can and cannot request. And we want people to be aware of what they can ask for, and signpost where they can get additional support and guidance.
“When I recruit to my hospital, I understand the need for an effective work/life balance and, where possible, in line with the business needs, I do offer work/life balance. People don’t need to give a reason. If someone wants to climb mountains to improve their wellbeing, it’s granted, as I know they’ll come back more enthusiastic and refreshed, and we’re more likely to retain them within the business.
“Of course, there are challenges. Decisions have to be made on an analysis basis and to understand the needs of patients and the hospital in all requests.
“Everyone has a life outside work. They may be the sole caregiver and need to come in later. People have different religious festivals and might prefer different shifts. We like to try to support one another and educate one another, all within that caring framework. Therefore, I have also offered flexible times around school holidays and festive periods to ensure that the wards are staffed safely and consistently, while also allowing staff the opportunity to balance work and home life equally.
“In my hospital, the approach has brought down sickness levels and has had a massive effect on retention and recruitment. And the people we support benefit too. They see regular faces who know their needs well. It’s been really positive for everyone.”