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www.staffengagement.ie #engaginghealthstaff Engage, Listen, Inspire, Act, Share: People Caring with People

A short introduction to

Staff Engagement for

Improving Quality

www.staffengagement.ie

#engaginghealthstaff

#SchwartzRounds

#LiberatingStructures

#staffengagementmatters


What will you learn?

What is staff engagement and why is it important?

What can you do?

What supports and

resources are available to help you?


What is staff engagement and

why is it important?


Staff are engaged when they feel valued, are emotionally connected, fully

involved, enthusiastic and committed to providing a good service... when

each person knows that what they do and say matters and makes a

difference.

National Staff Engagement Forum

Definition for Staff Engagement 2017


Have your Say - Your Opinion Counts 2016 Health

Sector - Staff Survey Results

• Resilience is high - 92% of staff persevere even

when things do not go well

• 29% of staff are dissatisfied in their role

• 15% intend to leave the organisation in the next

two years, with 18% undecided

• Only 29% believe the organisation is interested

in their wellbeing

What does the organisational data tell us?


What does anecdotal data tell us?

Dis/connect from or with

self

Dis/connect from or with organisation

Dis/connect from or with

team


Staff Engagement is the greatest indicator of organisational performance

As well as being the ethos we want to create for our staff… where staff

engagement is higher or services support staff wellbeing the results are:

What does the evidence base tell us?

(Dixon-Woods et al., 2014; Lowe, 2012; Lown & Manning, 2010; Macleod & Clarke, 2009; West & Dawson, 2012)

lower patient mortality

reductions in the number of

incidents

improved clinical care

improved patient

experience

improved staff wellbeing

lower absenteeism

rates

improved staff retention

reductions in financial waste



“...job satisfaction, organisational commitment, turnover

intentions, and physical and mental wellbeing of employees are

predictors of key organisational outcomes such as effectiveness,

productivity and innovation means there are multiple reasons to

encourage such positive employee attitudes.”

West, M., & Dawson, J. (2012). Employee Engagement and NHS Performance. The King’s Fund, 1-23


“…high-quality, patient-centred care depends also on managing

staff well, allowing staff to exercise control over their work,

listening to what they have to say, involving them in

decisions, training and developing them and paying attention

to the physical and emotional consequences of caring for

patients.”

Staff Care - How to engage staff in the NHS and why it matters 2014. Point of Care Foundation, 2014



Health Service Staff Engagement

Overarching Policy Direction Framework for

Improving Quality in our Health Service

2016

An engaged workforce is one

where staff are valued, listened to and provided with

the tools, resources and skills to do meaningful work.

The culture of an engaged organisation will facilitate

and encourage participation and front line ownership by staff in the creative design,

delivery and improvement of services and says thank you

for a job well done.

People Strategy

2015– 2018

Priority Two: Staff have

strong sense of connection to the service, take personal responsibility for achieving

better outcomes and support team colleagues to

deliver results.

National Service Plan 2018

Embed an

approach to staff engagement

through our Staff Engagement

Forum.

Develop the capacity and capability for

staff engagement to maximise the contribution of

staff to improving

quality.

HSE Corporate Plan 2015 – 2018

Goal Four: Engage,

develop and value our

workforce to deliver the

best possible care and

services to the people who depend on

them.

National Standards for Safer Better Healthcare

Theme 5: Leadership, Governance

and Management

Theme 6: Workforce

Healthy Ireland in the Health

Services National

Implementation Plan 2015 - 2017

Improving staff health

wellbeing - our greatest asset


What can you do?


Listening

• How do we value staff ideas (asking, listening to and hearing what’s important to staff)?

Action using creative problem solving

• How do we encourage staff to act on their ideas (create space for creativity and innovation)?

Teamwork in a culture of respect and integrity

• How do we encourage teamwork and say thank you to build trust?

Continuous learning and development

• What training do we personally need to engage staff for quality improvement?

Coaching and mentoring

• How do you prepare yourself to encourage staff to act on their ideas and share decision making? How do you share ownership?

Health and wellbeing

•How do we help staff manage the emotional impact of care?

•How are we looking after ourselves?

Ask yourself… what can you do together?

Framework for Improving Quality Key Components for

Staff Engagement in Quality Prompt Questions


Practice the Principles of Front Line Ownership

Go slow to go fast

Invite the unusual suspects

Work with those who want to work with you

Participation is voluntary

Nothing about me without me

Change can spread bottom up, top down, and sideways

Make the invisible visible

Act your way into a new way of thinking

Gardam M, Gitterman L. If you don’t

succeed the first 20 times, please try

something different… Accreditation Canada

Qmentum Quarterly 2013; 6(2):6-11.

Zimmerman B, Reason P, Rykert L,

Gitterman L, Christian J, Gardam M. Front-

line ownership: generating a cure mindset

for patient safety. Healthc Pap. 2013;13(1):6-

22.


What’s outside of

our control?

What we can

influence?

What’s within our control to change?

Focus on your 15%

What do you have the power to change?

Liberating Structure: 15% solutions

Create

meaningful

opportunities

to connect…


Having the

conversation…

Use liberating structures to enhance

engagement.

See liberatingstructures.com

See the Liberating Structures App

Ideas forum on specific challenge

•TRIZ

•1-2-4 all

•25 10 crowdsourcing

Strategic Planning

•Ecocycle planning

•What, so what, now what?

Planning a new initiative

•Purpose to Practice

•Min specs

Sourcing help

•Wise Crowds or

•Troika Consulting

Share learning and insight

•User experience fishbowl or

•Appreciative inquiry

Bring to light patterns of behaviour (Patients / Staff)

•Simple ethnography

• Improv Prototyping


Teamwork in a

culture of

respect and

integrity How do we

encourage teamwork

and say thank you to

build trust?

Don’t

underestimate the

power of a cup of

tea!


What staff want will sometimes surprise you…

Introduction of a handover / ward book

Review and improvement of the bleep policy

Enhancing the oncall rota and distribution of work on nights and weekend call

Introduction of additional computers to improve efficiency on the ward

What is one thing you will

START doing as a result of

this work?

“Discussing issues with nurses,

maybe we could come up with

a more efficient way of

communicating together”

“Talk about wellbeing more

openly with colleagues”

“Engage more with

management to change

problems”

“Making my suggestions for

improvement known”

“Discuss need for journal club”

Focus on

NCHD

wellbeing

led to…

Valuing voices - The

ELIAS Engage Listen

Inspire Act and Share

programme with the

Mercy University

Hospital

Lead NCHD Award


Everyone has the potential to be an

advocate for change

Top tips from the National Staff Engagement Forum


What supports and resources are available to

help you?


Useful resources

www.staffengagement.ie - Leadership Skills for Engaging Staff in

Improving Quality - A practical toolkit

www.workwell.ie

‘Leadership in Healthcare - A Summary of the Evidence Base’ (West et al.

2015). The full version is available on

https://www.kingsfund.org.uk/sites/default/files/field/field_publication_file/l

eadership-leadership-development-health-care-feb-2015.pdf

Institute for Healthcare Improvement, Framework for Improving Joy at

Work. http://www.ihi.org/Topics/Joy-In-Work/Pages/default.aspx

The Kings Fund Staff Engagement. Six building blocks for harnessing the

creativity and enthusiasm of NHS staff (2015)


When you believe anything is

possible, anything is…

Connect with your why


Thank you

• www.staffengagement.ie

• NHS Employers Agency

• Michael West

• The Kings Fund

• The Point of Care Foundation

• The Schwartz Centre Boston

• IHI Joy at Work

• NHS School for Healthcare Radicals

For more info google…

Find us on: www.staffengagement.ie

#engaginghealthstaff #SchwartzRounds

or contact us on:

Maureen Flynn, Director of Nursing and Midwifery

Quality Improvement Division, Lead Governance and Staff

Engagement for Quality

[email protected] | @mapflynn

01 635 2344

Juanita Guidera, Quality Improvement Division Lead Staff

Engagement

[email protected] | @juanitaguidera

087 064 23 08

Lisa Toland, Microsystems Facilitator

[email protected] | @LisaToland3 | 076 695 6946

Noemi Palacios, Quality Improvement Division

[email protected] | 01 8131808

http://www.staffengagement.ie

mailto:[email protected]





References Alimo‐Metcalfe, B., Alban‐Metcalfe, J., Bradley, M., Mariathasan, J., & Samele, C. (2008). The impact of engaging leadership on performance, attitudes to work and

wellbeing at work: A longitidunal study. Journal of Health Organization and Management, 22(6), 586–598.

Dixon-Woods M, Baker R, Charles K, Dawson J, Jerzembek G, Martin G, McCarthy I, McKee L, Minion J, Ozieranski P, Willars J. Culture and behaviour in the English

National Health Service: overview of lessons from a large multimethod study. BMJ quality & safety. 2013 Sep 9:bmjqs-2013.

French, J. R. P., & Raven, B. (1959). The Bases of Social Power. In D. Cartright (Ed.), Studies in Social Power (pp. 259–269). Ann Arbor, Mich.: Institute for Social

Research.

Gardam M, Gitterman L. If you don’t succeed the first 20 times, please try something different… Accreditation Canada Qmentum Quarterly 2013; 6(2):6-11.

Kotter, J. P. (2012). Leading Change. Boston: Harvard Business Review Press.

Lee, B., & Upenieks, V. (2008). Healthcare Team Vitality Assessment.

Lipmanowicz, H., & McCandless, K. (2013). The surprising power of liberating structures. New York: Liberating Structures Press.

Macey, W., & Schneider, B. (2008). The Meaning of Employee Engagement. Industrial and Organisational Psychology,1, 3-30.

Macleod, D., & Clarke, N. (2009). Engaging for Success: enhancing performance through employee engagement. Department for Business Innovation & Skills, 1, 1 –

124.

Perlo, J., Balik, B. Swensen, S., Kabscenell, A., Landsman, J., Feeley, D. IHI Framework for Improving Joy in Work. IHI Whitepaper. (2017)

Professional Quality of Life Scale. (2016). Retrieved July 1, 2016, from www.proqol.org

Reinertsen JL, Gosfield AG, Rupp W, Whittington JW. Engaging Physicians in a Shared Quality

Agenda. IHI Innovation Series white paper. Cambridge, Massachusetts: Institute for Healthcare

Improvement; 2007. (Available on www.IHI.org)

Schaufeli, W.B. (2003). Work & Well-being Survey ( UWES ) ©, 2003.

Schaufeli, W. B., & Bakker, A. B. (2003). UWES Utrecht Work Engagement Scale Preliminary Manual. Journal of Occupational Health Psychology, (November), 58.

Schaufeli, W.B., Salanova, M., González-romá, V. et al. The Measurement of Engagement and Burnout: A two sample confirmatory factor analytic approach. Journal

of Happiness Studies (2002) 3: 71.

Schein, E. H. (2010). Organizational Culture and Leadership. John Wiley and Sons.

The King’s Fund. (2012). Leadership and engagement for improvement in the NHS: Together we can.

The King’s Fund. (2015). Staff engagement. Six building blocks for harnessing the creativity and enthusiasm of NHS Staff. The King’s Fund.

West, M., & Dawson, J. (2012). Employee Engagement and NHS Performance. The King’s Fund, 1–23.

West, M., Eckert, R., Stewart, K., & Passmore, B. (2014). Developing collective leadership for health care.

West, M., Armit, K., Loewenthal, L., Eckert, R., West, T.& Lee, A. (2015). Leadership in Healthcare - A Summary of the Evidence Base.

West, M., Armit, K., Loewenthal, L., Eckert, R., West, T.& Lee, A. (2015). Leadership and Leadership Development in Health Care: The Evidence Base.

Zimmerman B, Reason P, Rykert L, Gitterman L, Christian J, Gardam M. Front-line ownership: generating a cure mindset for patient safety. Healthc Pap.

2013;13(1):6-22.

http://www.ihi.org/

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