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- 1. Top factors that impact staff experience in the NHS Dylan Marshall 10 August 2016
- 2. “The quality of care that patients receive depends first and foremost on the skill and dedication of NHS staff. Highly engaged staff – and by this we mean individuals who are committed to their organisations and involved in their roles – are more likely to bring their heart and soul to work, to take the initiative, to ‘go the extra mile’ and to collaborate effectively with others,” (The Kings Fund, 2015).
- 3. Which are the top factors? Communication Recognition Development Leadership Values Mission Goals Recruitment Retention Organisational Culture NHS Benefits Staff Patient
- 4. Why staff experience is important • Improved quality of services • Reduced patient mortality • Improved staff health and well-being • Lower levels of sickness absence • Greater financial efficiencies • Improved retention and recruitment • Better cared for staff improves patient experience. • Poor patient experience increases cost of care due to longer stays or readmittance for further treatment.
- 5. Expected outcomes of the staff experience strategy • Engage staff so they feel valued and build self-esteem • Engage staff so they are proud to work at theirTrust • Empower and enable staff to improve quality, service and value • Improve patient experience through improved staff experience • Empower and enable staff to express views on how theTrust operates and to challenge poor practice and behaviour, irrespective of grade and discipline. • Drive theTrust vision, values and behaviours in interactions at all levels • Improve staff health and well-being • Reduce staff turnover and absenteeism
- 6. References Churchill, N (2013) Ensuring that people have a positive experience of care. [Online] Available from: https://www.england.nhs.uk/wp- content/uploads/2013/11/pat-expe.pdf [Accessed: 09August 2016] Corporate Executive Board (2004) Driving Performance and RetentionThrough Employee Engagement. [Online] Available from: https://www.stcloudstate.edu/humanresources/_files/documents/supv-brown- bag/employee-engagement.pdf [Accessed: 09 August 2016] Rushworth & Saldiray(2016) Staff Involvement and EngagementStrategy. 2016 – 2019. London: North Middlesex University Hospital NHSTrust. The Kings Fund (2015) Staff engagement:Six Building Blocks for Harnessing the creativity and enthusiasm of NHS staff. [Online] Available from: http://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/staff- engagement-feb-2015.pdf [Accessed: 09August 2016]
Hinweis der Redaktion
- 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).
- 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.
- 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)