National Staff Experience Project

Liz ReillyNational Staff Experience

Project Manager

Enabling Staff Experience

CommitmentEngagementHappy Fulfilled

Satisfaction

EmpoweredBelonging

Wellbeing

Giving extra

Poor Communication

Leadership issuesPerformance Management

Inconsistency Lack of empowerment

Mistrust

Low recognition & reward

Lack of employee voice

Lack of integrity

NHS

T

NHS

D&G

NHS

FV

NHS

NWTC

Understanding

Agreement

Engaged

NHSLeadership

Real conversations

about Healthcare

Real conversations

about Healthcare

Qualityimprovements

Qualityimprovements

Understanding

Agreement

Engaged

Staff

Understanding

Agreement

Engaged

People managers

How are we going to make it happen?

What needs to happen?

Partnership Working

Partnership Working

Sta

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xper

ienc

e

Sta

ff E

xper

ienc

e

Sta

ff E

xper

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ePatient E

xperience

Patient E

xperience

Patient E

xperience

Co-Production Co-Production Co-Production

NHS Scotland Staff Experience Definition

“A workplace approach designed to ensure employees are committed to their organisation’s goals and values, motivated to organisation success, and are able at the same time to enhance their own sense of well-being”

(Engaging for Success 2009 authors; Nita Clarke and David MacLeod)

Health Care Quality Strategy 2010 - 3 Quality Ambitions

MacLeod Enablers/ Healthy Working Lives

Staff Governance Standard Strands

Components Visible &

Consistent Leadership

Sense of V

ision, Purpose &

Values

Role C

larity

Clear, A

ppropriate & Tim

eously Com

munication

Learning & G

rowth

Perform

ance Developm

ent & R

eview

Access to Tim

e & R

esources

Recognition &

Rew

ards

Confidence &

Trust in Managem

ent

Listened to & A

cted Upon

Partnership W

orking

Em

powered to Influence

Valued as an Individual

Effective Team

Working

Consistent A

pplication of Em

ployment P

olicy & P

rocedures

Perform

ance Managem

ent

Appropriate B

ehaviours & S

upportive Relationships

Job Satisfaction

Assessing R

isk & M

onitoring Work S

tress & W

orkload

Health &

Wellbeing S

upport

SG4: Treated Fairly &

Consistently, with Dignity and Respect, in an Environment where

Diversity is Valued

MacLeod: Integrity to the Values

& Purpose

Person-Centred, Safe & Effective

Healthy Working Lives: Well-being

MacLeod: Employee Voice

SG3: Involved in Decisions

MacLeod: Leadership

Staff Experience Framework

MacLeod: Engaging Managers

SG1: Well Informed

SG2: Appropriately Trained

& Developed

SG5: Provided with a Continuously Improving and Safe Working Environment, Promoting the

Health and Wellbeing of Staff, Patients and the Wider

Community

Outcomes of Pilot 1 and Pilot 2 Testing

•Development of a “Bespoke Staff Survey” with staff, staff side, and managers

•Team Vitality and Care Questionnaire ©NHS Tayside developed by Sue Mackie

•Focus Groups – staff feedback driving amendments of the tools

•Interim Evaluation Report at each stage of testing

Achieved

Key Outputs/ Outcomes of Pilot 3 Testing•Pilot Test 3 took place Jan – Feb 2013 •“Bespoke Staff Experience Questionnaire” was distributed to 2300 staff across 3 pilot Boards; NHS Forth Valley, NHS Tayside and NHS National Waiting Time Centre. •1280 responses, an excellent return of over 56% those staff targeted, and more than double the 27% return of the 2010 staff survey.•Externally validated by University of the West of Scotland (UWS) as a robust, reliable and valid measure of staff engagement.

Achieved

About meAbout me

My organisation

My organisation

My manager

My manager

My teamMy team

Likert response summaries ranked positive to negative (Raw data)

Median

Total Spread of NHSEEI responsesMean 69%. Likert category: Agree

Total Spread of NHSEEI responsesMean 69%. Likert category: Agree

Item 29. Same calculation different representation

Team NHSEEI (calculable for any subgroup)

Managers

Support Services

Factor structure

Because of thisWe know this is valid

And this3 4 5 6 1 5 3 3 2 1 2 5 1 1 2 5 1 3 3 5 5 4 4 2 3 3 4 55 3 2 2 5 4 5 6 6 4 4 5 5 5 5 3 2 3 3 5 4 5 4 5 2 4 4 43 3 1 2 2 3 3 5 5 3 1 2 1 1 2 1 3 4 2 3 1 2 2 2 3 4 1 26 5 5 5 3 3 3 5 6 3 5 5 5 5 4 3 5 6 6 6 4 2 3 3 4 5 5 55 5 5 2 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 3 5 5 5 5 5 55 3 3 2 2 2 2 3 3 1 1 1 1 1 1 2 3 5 5 4 4 1 1 1 1 1 2 5

5 5 5 3 5 5 5 5 4 4 4 4 5 4 2 3 4 5 5 4 4 2 2 2 2 4 2 56 6 5 6 5 4 3 6 6 4 4 5 5 5 4 4 5 6 6 6 5 3 5 4 4 5 6 6

Staff Experience Bespoke Questions Staff Experience Employee Engagement Components My direct line manager is sufficiently approachable Visible and Consistent Leadership

I feel senior managers responsible for the wider organisation are sufficiently visible Visible and Consistent Leadership I understand how my role contributes to the goals of my organisation Sense of Vision, Purpose and Values

I am clear what my duties and responsibilities are Role Clarity I get the information I need to do my job well Clear, Appropriate and Timeously Communication

I am given the time and resources to support my learning and growth Learning and Growth I get enough helpful feedback on how well I do my work Performance Development and Review

I have sufficient support to do my job well Access to Time and Resources I feel appreciated for the work I do Recognition and Reward

I have confidence and trust in my direct line manager Confidence and Trust in my management I have confidence and trust in senior managers responsible for the wider organisation Confidence and Trust in my management

I am confident my ideas and suggestions are listened to Listened to and Acted Upon I am confident my ideas and suggestions are acted upon Listened to and Acted Upon

I feel involved in decisions relating to my organisation Partnership Working I feel involved in decisions relating to my job Empowered to influence

I feel involved in decisions relating to my team Empowered to influence I am treated with dignity and respect as an individual Valued as an Individual

My team works well together Effective Team Working I am treated fairly and consistently Consistent Application of Employment Policies and Procedures

I get the help and support I need from other teams and services within the organisation to do my job

Performance Management

I am confident performance is managed well within my team Performance Management I would recommend my organisation as a good place to work Appropriate Behaviours and Supportive Relationships

My work gives me a sense of achievement Job Satisfaction I feel my direct line manager cares about my health and well being Assessing Risk and Monitoring Work Stress and Workload

I feel my organisation cares about my health and well being Health and Wellbeing Support I would recommend my team as a good place to work Additional Question

I would be happy for a friend or relative to access services within my organisation Additional Question

Staff Experience Management/ Staff

Experience Awareness Sessions

Bespoke Questionnaire

Completed

Team Report

Received

Meeting with Team, Report Feedback

GivenTeam Agree on Areas of

Improvement, Reflected in PDPs &

PDRs

Action Planning/ Interventions, Internal &

External, Agreed & Signed Off by Team

Interventions Monitored &

Reviewed

Focus Group Feedback Outwith

Team

Staff Experience Continuous Improvement Cycle

Staff/ Manager Learning Sets

67% - 100%51% - 66%34% - 50%0% - 33%

Staff Governance Standard - Strand Scores

"Bespoke Staff Experience Questionnaire"Team Report

Sample

63%Response Rate

The Employee Engagement Index (EEI) is generated from the responses to 28 questions within the “Bespoke Staff Experience Questionnaire” and provides an overall percentage of your teams level of Staff Experience

77%

Employee Engagement Index

168

44

85

93

85

39

45

69

54

47

17

33

57

37

24

26

78

139

66

44

Well Informed

Appropriately Trained and Developed

Involved in Decisions

Treated Fairly and Consistently, with Dignityand Respect, in an Environment where

Diversity is Valued

Provided with a Continuously Improving andSafe Working Environment, Promoting theHealth and Wellbeing of Staff, Patients and

the Wider Community

Monitor to Further Improve

Strive and Celebrate

Focus to Improve

Improve to Monitor

Responses 50Recipients 65Response Rate 77%Staff were asked the following questions:

Strongly Agree/ AgreeSlightly AgreeSlightly DisagreeStrongly Disagree/ Disagree

Experience as an Individual:

NHS Scotland - Staff Experience Project Pilot 2013

44

26

11

13

11

7

9

23

18

11

9

28

3

11

11

10

9

11

9

12

11

10

14

12

2

6

9

7

7

7

8

6

7

9

8

3

1

7

19

20

23

25

24

9

14

20

19

7

I am clear what my duties and responsibilities are

I get the information I need to do my job well

I am given the time and resources to support my learning andgrowth

I have sufficient support to do my job well

I am confident my ideas and suggestions are listened to

I am confident my ideas and suggestions are acted upon

I feel involved in decisions relating to my job

I am treated with dignity and respect as an individual

I am treated fairly and consistently

I get enough helpful feedback on how well I do my work

I feel appreciated for the work I do

My work gives me a sense of achievement

Monitor to Further Improve

Strive and Celebrate

Focus to Improve

Improve to Monitor

average score

Work in Progress – Final Stages

•External Validation by Dundee University of Team Vitality and Care Questionnaire Staff Experience •Final Report and Recommendations•Branding•Roll Out Implementation Plan•Key Stakeholder Events

In Progress

STAFF EXPERIENCE PROJECT

Project Objective Five

Business Case

National Staff Experience Toolkit

To make recommendations for OD diagnostics and interventions that can be developed downstream to help strengthen the ‘staff experience’ within the Boards and demonstrate a return on investment

Pulse Surveys

Focus Groups

Exit Interviews

Wellness Project

“Bespoke Staff

Experience

Questionnaire”

Team Vitality and Care Questionnaire

I Resilience

In Progress

How Will We Know We’re Succeeding?

CommitmentEngagement

HappyFulfilled

Satisfaction

EmpoweredBelonging

Wellbeing

Giving extra

Poor Communication

Leadership issues

Performance Management

InconsistencyLack of empowerment

Mistrust

Low recognition & reward

Lack of employee voice

Lack of integrity

Thank you!