Presentation-nhs

Editor's Notes

• #3: There is now an overwhelming body of evidence to show that engaged staff really do deliver better health care. The NHS providers with high levels of staff engagement (as measured in the annual NHS Staff Survey) tend to have lower levels of patient mortality, make better use of resources and deliver stronger financial performance (West and Dawson 2012). Engaged staff are more likely to have the emotional resources to show empathy and compassion, despite the pressures they work under. So it is no surprise that trusts with more engaged staff tend to have higher patient satisfaction, with more patients reporting that they were treated with dignity and respect (Review of Staff Engagement and Empowerment in the NHS 2014).
• #4: Communication: enabling involvement and decision making – ensuring staff are properly engaged and consulted on the direction of the organisation and the way in which things are done, not only on a service and patient care level but organisation wide. This needs to be an ongoing dialogue. Listening carefully and fostering a culture of openness in which staff can contribute their ideas and make suggestions for change and improvement ; involving staff in key decision making; monthly team briefings; execs to take part in regular ward rounds meeting ward based staff (“talk to the execs” initiative with follow-up meetings where staff but ideas and questions to the senior management team); newsletters to keep staff informed of key issues affecting their work; Whistleblowing (Freedom to Speak Up); NHS Staff Survey; Friends and Families Test. Team building - social and fun: Staff Bake Off, Quiz Nights. Recognition: Annual Staff Awards (Night of the Starts); Employee of the Month; “Thank you!” Development: supporting personal development and learning – providing opportunities for individuals and teams to grow and learn to achieve high quality care and good patient outcomes; having mechanisms in place; 1to1s; Performance Appraisals; Continuing Professional Development (CPD); Successional Planning; Leadership and Talent Strategies. Leadership: delivering through great management and leadership – being visible, open and accountable in a two-way communication from the Board to front line staff. Retention: Employee retention, on the other hand, depends more on a balance between rational and emotional Engagement — as illustrated by the importance of compensation and benefits in driving employees’ intent to stay. Those employees who are most committed perform 20% better and are 87% less likely to leave the organization—indicating the significance of engagement to organizational performance.
• #5: Successful organisations demonstrate strong engagement. There are clear, empirical links between staff experience (engagement) and levels of patient satisfaction. Similarly, there are demonstrable links between staff engagement and range of other workforce indicators, including: (as above)