Cultural Change and Staff Engagement

Chris Long – Chief ExecutiveSimon Nearney – Director of Workforce and OD

Myles Howell – Director of CommunicationsLucy Vere – Head of Organisational Development

Introduction

Chris Long, Chief Executive

HEY 2014/2015Rebuilding a broken organisation – HEY

2014• Worst performing ED in the country• Constitutional Standards not being met – Cancer, RTT• CQC rating of ‘requires improvement’• No permanent Chief Executive, CN, CMO, COO and no Chairman• Significant staff disengagement (Nat. Staff Survey bottom 20% of Trusts)• A culture of bullying and inappropriate behaviour• Emergency Care being delivered from temporary buildings and only 9/14

ED consultants in post• Low nurse establishments on many wards• Media coverage relentlessly negative and often staff driven

Q&A session

Myles Howell – Director of CommunicationsLucy Vere – Head of Organisational

Development

https://www2.sli.do/event/oxi1wt4f/infographic/c/63c4 Answer the questions!!

Follow the link for question

results

Shifting the culture at HEY

Simon Nearney, Director of Workforce and OD

Acknowledge there is a problem and identify what that problem actually is• CQC• ACAS• Staff surveys• Union feedback• Barrett

Cultural ImprovementDESIRED CULTUREACCOUNTABILITYCAREHONESTYTEAMWORKCOMPASSIONCONTINUOUS IMPROVEMENTEMPLOYEE ENGAGEMENTPATIENT SATISFACTIONEMPLOYEE RECOGNITIONRESPECT

In 2015 staff made a clear request that we create a new and specific culture

We are polite and courteous, welcoming and friendly. We smile and we make time to listen to our patients and staff. We consider the impact our actions have on patients and colleagues. We take pride in our appearance and our hospitals and we try to remain positive.

CARE

We do not treat anyone unfairly . We do not let our mood affect the way we treat people. We don’t talk negatively about colleagues or other teams. Offensive language, shouting, bullying and spreading rumours are unacceptable.

HONESTY

We do not withhold information from colleagues or patients. We never discourage staff from reporting concerns. We are not careless with confidential information. We do not present myths as facts.

We are all responsible for our decisions and actions and the impact these have on care. All staff are responsible for maintaining high standards of practice and we take every opportunity to continuously learn. Everyone is encouraged to speak up and contribute their ideas to improve the care we provide.

ACCOUNTABILITY

We do not unfairly blame people. We positively embrace change and we don’t discourage people from having opinions. Controlling behaviours and silo working should not be exhibited in our Trust.

We tell the truth compassionately. We involve patients in decisions about their care and we are honest when things go wrong. We always report errors and raise concerns we have about care. Our decisions and actions are based on facts not stories and opinions.

HEY 2014/2015What we did…

• Established a staff charter based on our new values • Professionalism (Anti-Bullying Tsar), 6,000 through PaCT training• Established Professional and Cultural Transformation (PaCT) Committee, chaired

by CEX, including Staff Side reps• Set up support systems for staff to raise concerns (SALS etc)• Appointed to Board posts/ Board to ward / Culture was no1 priority• Communicated values to all • Set out expectations of being a HEY manager in terms of culture and PM• Developed and launched People Strategy 16-18• Remarkable People Extraordinary Place campaign launched• Measured staff engagement quarterly – at ward/dept level• Accountability framework / Leadership programme

Measuring progress - Staff Survey• 11 questions used to measure staff engagement• Starting point was 3.54 (out of 5) • Every manager given hard target to improve

engagement• Used to enable managers to identify what they

can do differently to improve patient care

HEY Cultural Transformation 2014-2016Significant shift in staff engagement and staff survey scores

3.54 in Nat. Staff Survey 2014 3.74 in Nat. Staff Survey 2015 3.90 in Aug 2016 staff FFT

Closing remarks

Chris Long, Chief Executive