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Mental ill‐health in the workplace is estimated to cost UK employers £6.2b each year in lost working days. This concern to employers and employees alike was recently highlighted by the Health Education Board for Scotland (HEBS) needs assessment study of workplace health promotion, which identified stress as a major issue. A Health and Safety Executive review (1993) of the stress literature proposed the incorporation of stress within the framework of the assessment and control cycle already introduced to minimise physical health and safety risks. This was supported by the HEBS study that identified health and safety as the predominant health‐related culture in Scottish workplaces. It is therefore appropriate to include stress control with other health and safety issues. The Institute of Occupational Medicine (IOM) had already developed a risk assessment approach, entitled the Organisational Stress Health Audit (OSHA), and the feasibility of this was tested in the pilot study commissioned by HEBS. This paper presents the background to this organisational approach, its feasibility in controlling stress across different types of organisation and future plans for development of the approach. The views presented are those of the researchers and not the commissioning body.

Considers the impact of recent government policy on the organization of primary care in England and Wales. Discusses the notion and practice of “teamworking” currently in vogue, and analyses implications for doctors, nurses and managers working in/attached to general practices. Draws on the findings of a study of primary care team building which took place in a UK health authority (here referred to as “Weston”), and focuses on the experiences of four general practices as they have attempted to develop as multidisciplinary partnerships. Gives consideration to the “new managerialism” evident in the NHS and its attempt to redefine professionalism and professional autonomy.

The purpose of this paper is to look at the implications of the increasing use of Assisted Living Technology in the social care sector and to assess the implications for the workforce in terms of job roles, skills, knowledge, training, and support.

A mixed methods approach was used, through a quantitative electronic survey of staff working in social care (as well as some health care) organisations in England, and three qualitative case studies of local authorities.

The research shows that the organisations involved in delivering Assisted Living Technology, the types of Assisted Living Technology being introduced, and the way in which it is being delivered, have implications for job roles and the skills and knowledge needed by staff. The associated training and workforce development similarly varies across the social care sector; it is ad hoc, disparate, and provided primarily by individual employers or by suppliers and manufacturers.

There is a need for a standardised Assisted Living Technology workforce development approach which can be used across the social care sector.

The varied nature of Assisted Living Technology providers and delivery models presents a challenge to the development and implementation of a standardised programme of workforce development.

This paper presents the results of new empirical research arising from a quantitative and qualitative study of the workforce development implications of Assisted Living Technology in the English social care sector.