Student Wellbeing

Staff Health and Wellbeing Policy


The Economic and Social Research Council defines wellbeing as: ‘A state of being with others, where human needs are met, where one can act meaningfully to pursue one’s goals, and where one enjoys a satisfactory quality of life'.

Rationale

Al Sahwa Schools believe that the health and wellbeing of our employees is of paramount importance. We aim to ensure every employee under our care is treated with respect, fairness and consistency. We are committed to providing a healthy environment that supports and encourages all our staff to develop personally and professionally.

Aims

Al Sahwa Schools aims to

  • Promote and maintain the highest degree of physical, mental and social wellbeing of staff in all occupations.
  • Prevent amongst staff departures from health caused by their working conditions.
  • Protect staff in their employment from risks resulting from factors adverse to health
  • Place and maintain the worker in an occupational environment adapted to his physiological and psychological capabilities.

Policy

Al Sahwa Schools is committed to

    • Providing a working and living environment which is managed in a way that minimises risk to health and promotes positive well being.
    • Identifying areas of risk to health so that they can be minimised and managed appropriately.
    • Promoting a culture of positive wellbeing for all stakeholders including members of staff and students.
    • Putting in place a system of management practice and controls which enables employees to enjoy a healthy work life balance, whilst recognising the impact of personal choice and lifestyle providing an environment in which staff and students who have health problems that may affect their work receive suitable support, and that reasonable steps are taken to make adjustments to their work or study circumstances to enable them to achieve their full potential.

Confidentiality

Al Sahwa Schools will

    • Respect the confidentiality of staff with regard to sensitive issues such as physical and mental health.
    • Breach confidentiality only in extreme circumstances where necessary to prevent harm when an individual may be a risk to themselves or others.
    • Expect that employees are not, in general, obliged to divulge detailed information about
    • the state of their health to their employer, unless they contract an infectious disease that may pose a risk to others.
    • Expect that it is in the employee’s best interest to inform the school of any disability or ill health.
    • Expect that any issue that would adversely impact upon their ability to carry out the role for which they have been employed, they are strongly encouraged to speak with their employer in order for reasonable steps to be taken to enable them to continue with their work.

Key Responsibilities

Senior Leadership Team

    • Develop and sustain a culture of cooperation, trust and mutual respect within the School.
    • Promote effective communication with all members of staff and ensure that there are procedures in place for consulting and supporting employees on changes in the organization, to management structures and working arrangements at both a School-wide and departmental level.
    • Encourage and publicize initiatives and events that promote health and well-being.
    • Provide a range of strategies for involving staff in school decision making processes.
    • Provide a non-judgmental and confidential support system e.g. mentors.
    • Respond sensitively and flexibly to external pressures that impact on staff lives whilst at the same time ensuring the efficient running of the school.
    • Maintain contact with staff when they are absent for long periods (by a named person).
    • Make sure that the Staff Handbook provides easy reference to a wide range of information needed at different times by employees.
    • Make sure that all roles and responsibilities in the School are clearly defined in the management structure and in job descriptions.
    • New staff are supported with an appropriate level of induction.
    • An open, listening, management system that responds quickly to problems.
    • The quality of staff facilities and accommodation e.g. access to refreshment, adequate seating, workplace and a welcoming staff room.