Dr Shriti Pattani is an accredited specialist in Occupational Health working for London North West University Hospitals NHS Trust as their Clinical Director, overseeing the health and well-being of staff across various roles, from experienced consultants to cleaning and portering staff. Recently, she was felicitated with OBE in the King’s New Year Honours.
Her approach involves individual-centric as well as team-focused protection, emphasising prevention and risk analysis. The responsibilities encompass evaluating potential occupational health risks, especially in high-risk areas such as infectious disease units. Beyond individual consultations and clinics, her role extends to strategic advisories to the NHS board, CEO, and medical director. This involves addressing trends in employee well-being, legislative compliance, and preventive measures to ensure a healthy and safe work environment.
Asian Voice reached out to the Doctor to gain a better understanding of what occupational health is, the importance of keeping track of physical and mental health in the workplace and her pilot project that will help more and more people get back into the workforce. Here’s her explanation of things.
Understanding occupational health
Given the increasing upper limit of the working-age population, more people are working for longer durations, spending a significant portion of their waking hours in the workplace. Consequently, understanding a patient's occupation becomes a pivotal inquiry for all doctors, whether they are general practitioners or specialists in other domains.
Occupational health is a distinct branch of clinical medicine, often overlooked or unfamiliar to many. Comparable to specialities like dermatology or respiratory medicine, occupational health focuses on the interplay between an individual's health and their ability to work and the reciprocal impact of work on one's health. This dual relationship underscores the complexity of the field.
The broader implications of occupational health extend beyond individual well-being, reaching into the biopsychosocial and economic spheres. Work significantly influences personal mental and physical health, as well as the health outcomes of families. While acknowledging that not all work environments are safe — exemplified by recent incidents like coal miners in India — the majority of work is considered beneficial. In essence, occupational health encompasses a multifaceted examination of how work and health intertwine, encompassing safety and broader biopsychosocial-economic determinants.
Addressing the easily concealed mental health concerns in the workplace
Mental well-being and mental health are two very different aspects, the latter being more complex and needing clinical management. To support mental well-being in our workplace, our health and well-being representatives engage with staff through activities like tea rounds, providing information on well-being practices such as meditation and yoga. We offer free sessions like singing seminars and gong yoga, as well as online meditation. Health and well-being lounges provide a quiet space for informal discussions.
Now, regarding mental health, we conduct regular seminars to raise awareness, addressing how to recognise and support colleagues with mental health concerns. Our team actively reaches out to areas where increased stress is common; for example Accident and Emergency departments and Intensive Care Units, offering guidance on early signs and self-help strategies. We place importance on confidentiality and emphasise this to encourage staff to approach us if they need support. Moreover, Managers receive training on well-being conversations, providing additional touchpoints. A powerful approach involves staff who have overcome mental health challenges sharing their experiences through seminars, and acting as role models to inspire others to seek support without fear.
Mental health has always existed, but it often remained concealed and for those in our workforce who are not familiar with mental health, we provide education at all management levels. Some managers express uncertainty about dealing with mental health issues, prompting us to offer more tailored education sessions. In certain cases, I, as a doctor and trained mediator, might engage with managers, explaining the symptoms and how to support individuals rather than focusing on the label. Education is paramount, reframing discussions to help individuals understand symptoms rather than getting bogged down by labels.
Dr Pattani on her pilot to help individuals back into workforce
As an occupational health physician, my focus extends beyond supporting workplace well-being to address the needs of individuals in small and medium-sized businesses (SMEs). Many in SMEs lack access to specialised occupational health services due to their organisation’s size. Leveraging my experience as a GP, I initiated a pilot program where individuals are referred directly from primary care to occupational health services.
This approach aims to assist those who do not have access to occupational health services, particularly in SMEs, by providing a service similar to what is offered to NHS staff. We collaborate with GPs to identify individuals with health conditions that may be influenced by work or affect their ability to work. By intervening early, we support both the individuals and their employers to understand how the health condition affects their day-to-day functioning and therefore the implications for them in functioning in their workplace. A discussion then takes place on implementing necessary adjustments to facilitate job retention or return to work.
This departure from the traditional model of on-site occupational health services is essential as only a limited percentage of employers in the country have direct access to occupational health. We are achieving positive results in getting people back to work through this pilot. Our approach is especially beneficial for vulnerable groups, such as those on zero-hour contracts, who often lack adequate support. Moreover, our focus on mental health in the workplace reaches individuals who may not have had sufficient support before.
Our success in primary care has prompted us to extend this model to secondary care, targeting individuals recovering from hospital stays and aiding their return to work. For such individuals, a common challenge is the erosion of their confidence to re-enter the workforce. For those without recent work experience, we collaborate with various services to help rebuild their confidence through activities such as voluntary work, interview practice, CV writing, and mentorship.
Motivational interviewing is a key strategy we employ to understand and address individuals' barriers about returning to work. This technique aids in formulating a personalised plan, and our case managers play a crucial role in ensuring the execution of this plan. While clinical professionals provide their expertise, case managers oversee the holistic support needed for successful reintegration into the workforce.
