preliminary report of the national staff engagement forum ... · preliminary report of the national...

Preliminary Report

of the

National Staff

Engagement Forum

Design Day

22nd

June 2016

F2 Centre, 3 Reuben Plaza, Rialto, Dublin 8

Human Resources and Quality Improvement Divisions

working in collaboration

Preliminary Report of the National Staff Engagement Forum Design Day 22nd June 2016

i

Table of contents

Welcome ................................................................................................................................................ 1

List of Attendees .................................................................................................................................... 2

Apologies ................................................................................................................................................ 2

Facilitated by .......................................................................................................................................... 2

Section One: Getting to know you ........................................................................................................ 3

Section Two: Creating a common understanding................................................................................. 8

Section Three: Purpose of the Forum ................................................................................................... 9

Section Four: Designing the Forum ..................................................................................................... 10

Section Five: Expectations .................................................................................................................. 13

Section Six: Operational Guidelines and Communication .................................................................. 26

Feedback on today’s session................................................................................................................ 29

Useful Resources .................................................................................................................................. 32


1

Welcome

We hope you enjoy reading the preliminary report of the first meeting of the National Staff

Engagement Forum which was held on Wednesday, 22nd

June 2016 in the F2 Centre, 3 Reuben

Plaza, Rialto, Dublin 8.

We wish to thank all of the participants on the day for their active and open participation. It was a

very exciting day for all of us and the start of something really important for Staff Engagement in

our Health Service.

It is our vision that in the coming months, the Forum will become a space for staff to bring their

thoughts and ideas about how we can engage with each other more fully in our health service. We

hope the Forum will be a place where the voice of staff for creating a positive place to work is heard

and acted on.

Staff from all roles, grades, age and geographic areas at all levels in the HSE and voluntary sector

were invited to join the Forum which is designed to accurately reflect the current staff profile in the

health service as shown in the 2015 Health Service Personnel Census. The Forum has 50 staff

members from across health and social care services to ensure a proportional representation of

staff and members from a strategic engagement leadership Group committed to driving the change

agenda. At the suggestion of the members, feedback from the day will be shared with all who

expressed an interest in joining.

We hope that members will assist the health services to scope and develop a staff engagement

strategy in the coming years which will directly influence and shape how we involve all staff in the

design and delivery of services.

Thank you once again for your participation, positivity and energy on the day which has remained

with us since. We very much look forward to working with you on this valuable and essential work.

Rosarii Mannion

National Director, Human Resources

Dr Philip Crowley

National Director, Quality Improvement Division

People Caring with People - Listen, Engage, Inspire, Empower, Create

Preliminary Report of the National Staff Engagement Forum Design Day 22

List of Attendees

Alison Drew

Ann Masterson

Ann Igoe

Annette Sweeney McCarron

Bernie Kilmartin

Breda Delamere

Breffni McGuinness

Caitriona Steele

Caroline Lennon-Nally

Caroline O’Hanrahan

Cathy Hennebry

Debbie Ghareb

Declan McCarthy

Deirdre Browne

Deirdre Feehely

Elizabeth Loughman

Emma Breathnach

Gerard Crotty

Grainne Leach

Jane Heffernan

John Forde

Liam Gibbons

Lorraine Clerkin

Lorraine Smyth

Louise McCormack

Marg

Martina Glynn

Mary Sweeney

Muriel Farrell

Orla Byrne

Patricia McQuillan

Patricia Treacy

Participants at the first National Staff Engagement Forum

Apologies

Aoife Ni Chorcorain

Jenny Hogan

Rosemary Bracken

Mary Wynne

Ian O’Gorman

Lekha Rejan

Fran Thompson

Facilitated by

Libby Kinneen, National Lead Staff Engagement

Preliminary Report of the National Staff Engagement Forum Design Day 22nd

2

Emma Breathnach

Gerard Crotty

Grainne Leach

Jane Heffernan

John Forde

Liam Gibbons

Lorraine Clerkin

Lorraine Smyth

Louise McCormack

Margaret (Mairead) Gorman

Martina Glynn

Mary Sweeney

Muriel Farrell

Orla Byrne

Patricia McQuillan

Patricia Treacy

Paul Marley

Pauline Ackermann

Raymond Lanigan

Regina Lennon

Roberta Callaghan

Rosario Power

Saurabh Kaushik

Tracy Moloney

Yvonne Dowler

Helen Stokes

Kirstan Connolly

Maria Lordan Dunphy

Maureen Flynn

Philip Crowley

Rosarii Mannion

Shane Keane


Ian O’Gorman

Lekha Rejan

Fran Thompson

Irene Drury

Paul Gallen

Jim O’Sullivan

, National Lead Staff Engagement and Juanita Guidera, QID Lead Staff Engagement

June 2016

Pauline Ackermann

Raymond Lanigan

Regina Lennon

Roberta Callaghan

Rosario Power

Saurabh Kaushik

Tracy Moloney

Yvonne Dowler

Kirstan Connolly

Maria Lordan Dunphy

Maureen Flynn

Philip Crowley

Mannion


, QID Lead Staff Engagement


Section One: Getting to know you

• Where are you based?

• What brought you here today?

• What is your particular interest in the Forum?

Mental Health Services Kerry

• I feel part of a community that is changing culture

mind the public

University Hospital Limerick

• Tired of feeling just a number and giving out and willing to take part in forum to change set

up

St. Johns Hospital, Enniscorthy

• Believe front line staff knowledge and commitment is ignored

Quality Improvement Division Carlow

• I genuinely believe that ‘People’ are the HSE’s best asset. I want to see a shift in the culture;

and I want to be a force for cha

St. Columcilles Hospital, Loughlinstown

• I want to be here today to try and learn more how I can be better in work and with who I

work with and for who

Our Lady of Lourdes Drogheda, Emergency Dept.

• Hopefully to boost staff morale and retain staff

HBS Finance, Accounts Payable, Lacken, Kilkenny

• I believe in the notion of Employee Engagement. A Masters in Business Innovation

Technology and am fascinated with change management and would like to be involved

Ambulance Waterford City

• In the hope that life in the service will get better and there better for the users


3

One: Getting to know you

Where are you based?

What brought you here today?

hat is your particular interest in the Forum?

I feel part of a community that is changing culture – we need to mind each other in order to

Tired of feeling just a number and giving out and willing to take part in forum to change set

Believe front line staff knowledge and commitment is ignored

Quality Improvement Division Carlow

I genuinely believe that ‘People’ are the HSE’s best asset. I want to see a shift in the culture;

and I want to be a force for change

St. Columcilles Hospital, Loughlinstown

I want to be here today to try and learn more how I can be better in work and with who I

Our Lady of Lourdes Drogheda, Emergency Dept.

Hopefully to boost staff morale and retain staff

S Finance, Accounts Payable, Lacken, Kilkenny

I believe in the notion of Employee Engagement. A Masters in Business Innovation


e in the service will get better and there better for the users

June 2016

we need to mind each other in order to

Tired of feeling just a number and giving out and willing to take part in forum to change set

I genuinely believe that ‘People’ are the HSE’s best asset. I want to see a shift in the culture;

I want to be here today to try and learn more how I can be better in work and with who I

I believe in the notion of Employee Engagement. A Masters in Business Innovation


e in the service will get better and there better for the users


North Cork and Cork Dental Hospital

• I am here today as I feel staff morale can be low where I work and I would love to be

engaged in boosting morale

Mitchelstown Living Health Clinic

• How to create a more energetic and positive atmosphere at work

• How to use it for patient interaction and outcome

• Forum might indicate strategies to achieve the above

Cork University Hospital

• Newly appointed ADON –

National Primary Care Division Dublin

• To influence and participate in initiatives that will enable all of our staff to maximise their

potential and in doing so make our services better


4

North Cork and Cork Dental Hospital

I am here today as I feel staff morale can be low where I work and I would love to be

engaged in boosting morale

Mitchelstown Living Health Clinic

o create a more energetic and positive atmosphere at work

How to use it for patient interaction and outcome

Forum might indicate strategies to achieve the above

want my team to be engaged and cohesive

al Primary Care Division Dublin

To influence and participate in initiatives that will enable all of our staff to maximise their

potential and in doing so make our services better

June 2016

I am here today as I feel staff morale can be low where I work and I would love to be

To influence and participate in initiatives that will enable all of our staff to maximise their


5

Quality Improvement Division Dublin

• Passionate that care for self and care by Manager for staff = more passionate care i.e..staff

engagement

Dublin Midlands Hospital Group

• Group representative

Dr. Steevens’ Hospital Dublin

• Interested in staff engagement and learning by listening to staff

QID, Dr. Steevens’ Hospital

• Participate and listen to all and support work to move forward

• Very interested in improving workplace Health in its broadest sense

Royal Victoria Eye and Ear Hospital, Dublin

• Came to contribute huge interest in valuing staff

• Actively working on a project in RCSE on similar subject

• Came to learn

Community Mental Health Dublin

• To see some genuine changes occur

Mater Misericordiae University Hospital, Dublin

• Interest in staff development and communication – keen Lean Manager – believe in power

of engaging staff

•

Public Health/Student Nurse Tutor Dublin

• Its time for change. I would like to be part of it

•

St. Columcilles Hospital, Dublin

• Interest in staff communication improvement

• Line Manager Pat forwarded my name

Liffeyvale Respite House, Dublin

• To be able to engage with other HSE staff to help bring a abetter service to our clients

Temple Street Children’s University Hospital as SLT Manager & Transition Lead

• In Temple Street we are enquiring into how we can support staff as we integrate and

transition into the new Children’s Hospital. I would like to connect this work and the

National picture re staff engagement

National Forensic Mental Health Services Central Mental Hospital, Dublin

• To feedback/gather information and contribute to future HR Development in HSE

National Haemophilia Council, Mill Lane, Palmerstown, Dublin

• Very interested in P.R. and better staff morale


6

Director of Services/Admin, Service for Children with Autism St. Pauls, Beaumont, Dublin

• Have a voice in creating and effective and efficient health care service

HSE Communications, Dublin

• Working on the event and providing communications support to the Forum

PCCC Supplies, Wexford Area, HSE South

• Help change the way we work with each other, for the good of our clients

Midland Regional Hospital (Tullamore, Portlaoise and Mullingar)

• A wish to see staff valued so that new colleagues to and join us!

Mullingar Resource Centre, Mullingar

• I came here today to engage with other staff, to see if there are more ways to get staff on

board and keep them motivated

Regional Catering Project Manager, Westmeath/Laoise/Londford/Offaly

• Would like to assist in and work with HSE to change communication process positively

National Counselling Service and Counselling in Primary Care, Navan

• Help create a positive working environment

Cavan General Hospital Chartered Physiotherapist

• Change staff morale on the ground

• Improve staff engagement in service

• Spokesperson for change for staff to improve conditions of work

• Involve staff in decision making

Surgical Secretary, Letterkenny University Hospital

• Communication – lacking in LUH and HSE from top down

• Worked in out of hours previous – it only worked well because of good communication

Primary Care – Kildare

• Concerned/upset at the extent to which HSE staff distance ourselves from the ‘HSE’ and

keen to have opportunity to improve sense of belonging proudly to HSE

St. Brigids Hospital, Shaen, Portlaoise

• Got invitation to come

Spraoi Centre, Portlaoise

• The working environment has become increasingly challenging and negative in the past year

and I feel change is necessary to bring about positive outcomes for staff and clients

Principal Environmental Health Officer, Galway

• Interest in forum as I see it as an opportunity to find ways to increase joy/fun in workplace

whilst improving outcomes for all


EAP, Galway and Roscommon

• Importance of connection between front line and Senior Management/planning

• To ensure best care for clients and staff

Galway University Hospitals John Forde

• Concern for disenchanted colleagues

QID Galway

• Listen to staff

• Value and appreciate staff

• Encourage more ownership

Breast Check – University Hospital Galway

• Personal interest in Employee Engagement. Feel I can contribute past experience

• Committed and engaged myself and would

feel the same

University College Hospital Galway

• My role is across the sites in ULHG. For success all staff must be engaged, have a voice, be

valued. I have a personal interest in staff relations/developmen

Theatre, Portiuncula Hospital, Ballinasloe, Co. Galway

• Improve staff morale

• Improve innovation


7

Importance of connection between front line and Senior Management/planning

To ensure best care for clients and staff

Galway University Hospitals John Forde

Concern for disenchanted colleagues – this is an opportunity!

Value and appreciate staff

Encourage more ownership

University Hospital Galway

Personal interest in Employee Engagement. Feel I can contribute past experience

Committed and engaged myself and would like to be part of the movement to help others

University College Hospital Galway

My role is across the sites in ULHG. For success all staff must be engaged, have a voice, be

valued. I have a personal interest in staff relations/development of HR.

Theatre, Portiuncula Hospital, Ballinasloe, Co. Galway

Participants sharing their stories

June 2016

Importance of connection between front line and Senior Management/planning

Personal interest in Employee Engagement. Feel I can contribute past experience

like to be part of the movement to help others

My role is across the sites in ULHG. For success all staff must be engaged, have a voice, be

t of HR.


8

Section Two: Creating a common understanding

What do you think an engaged workforce looks like?

• Feeling valued, knowing I matter (x3)

• Happy/Fun (x3)

• Basic manners (x2)

• Connecting with other areas (x2)

• Good work life balance (x2)

• Less stress (x2)

• Open communication (x2)

• Respect/Teamwork (x2)

• Take more risks – advocate and support

new ideas (x2)

• Teamwork (regardless of grade) (x2)

• Belonging/respect

• Better patient and customer care

• Better patient/customer care

• Break through barriers – staff voice

• Breaking through staff group barriers –

value all voices

• Care for ourselves/people centred

• Communication and feedback e.g. risk

assessment

• Communication/feedback

• Empowerment

• Every staff member at every level knows

what mission is and role to achieve it

• Every staff member knows exactly what

the mission is

• Focussed clear objectives

• Happiness/moral – positive

• Healthy staff

• Increased quality of care

• Involvement and engagement in service

• Motivated and innovated and energised

• Motivated, innovative, energised

• Motivation

• People centred – Staff and service user –

no hierarchy

• Pride in work and in organisation

• Quality of care – happiness, pride,

motivation

• Respect

• Self - Care – 02 awareness

• Self aware - reflective practice

• Shared values – congruence

• Shared values – sense of belonging – in?

– between mission and reality

• Support in crisis

• Support in crisis and prevention

• Valued at all rolls


9

Section Three: Purpose of the Forum

What can the Forum do to advance staff engagement - what are we hoping to

achieve?

• Accountability

• Address staff issues

• Be open to different types of engagement

– various channels

• Boost moral

• Bridge the gap between management and

staff

• Change in organisational culture

• Channel for 2 way communication

• Clear plan on strategy

• Collaborative decision making

• Communicate two way

• Continue to create, promote and

embraced a positive working environment

• Create a network

• Create positive dialogue

• Each individual agrees to be an agent of

change within their service/team

• Encourage staff to complete survey

• Engagement

• Focus on the positive

• Gather best practice

• Give staff a voice – model staff

engagement

• Good examples of how to engage with

staff and vice versa

• Good listener

• Hear ideas and acknowledge action on

suggestions.

• How to engage with workforce

• Initiatives

• Leadership – good

• Menu of what to try – build on case

studies

• More awareness (x2)

• Performance review/PDP’s

• Personal/individual changes

• Promotion of staff engagement e.g. staff

survey

• Provide advice on what matters to staff

• Respect other views

• Self awareness

• Spread information and updates from the

forum

• Staff engagement at local level

• Staff involvement

• Staff meetings/communication/feedback

• Staff survey – input from these sessions –

specifics on engagement

• Track the progress of the forum


10

Section Four: Designing the Forum

Purpose and Criteria

What kind of things will we doing in

the forum?

What criteria will we use to decide if

work is appropriate or not?

• Change drivers by informing

strategy/policies

• Proofing strategy/policy

• Conversation about important topics

• Policy and practice gap (implemented)

• Two way communication process with

forum and leadership (strategy)

• Add value

• Reflect/take stock

• Local (replicated)

• National

• Macro perspective

• If it adds value

Possible activities and criteria

• Sharing ideas

• Brainstorming

• Identifying issues for staff on the ground

• Communication plan

• Solutions

• Action plans/quality improvement plans

• Mission/values

• Terms of reference

• Champions of the role

• Create a network

• Listening sessions

• Realistic expectations and doable

• Recruitment and funding (out of scope)

- IR issues

- Site specific issues

- Negativity

• Solution focussed and constructive

• Smart, specific ideas within timeframe

• Common language


11

Contribution of members

What can the strategic and staff group contribute to the staff engagement process?

• Mandate from Leadership Team - Actions

• Team meetings – engagement on agenda

• Model Multi-Disciplinary engagement forum locally – safe space

• Health & Wellbeing supported – released for lunchtime walk

• Include all expressions of interest for this forum in next actions – send them results from

today

• Derive a code of conduct for staff – what does engagement look like staff/management

• Have staff user groups for sounding boards for new initiatives

• Early results communicated

• Substitute list for attendance for this forum – include the expressions of interest people

Contribution to Forum

Staff Group Leadership Group

• Bring our experience and perspective

• Suggestions

• Define matrix for engagement

• Set standard and guidelines for all staff

• Find way to influence change (small

tangible things)

• Identify barriers to change

• Identify resources on ground

• Increase awareness of the staff

engagement forum in our own areas

• Role and geographic diversity

• Two way feedback. Sharing and inviting

ideas

• Providing a platform/voice on a group or

individual basis for staff engagement

experience

• Providing a voice for staff who are not

directly involved in the forum

• Keep momentum going regarding the

forum

• Communication to forum members,

managers re forum

• Local issues dealt with locally

• Recruitment and change and induction

process

• Guidance from leadership on effective,

useful, realistic goals for engagement

• Physical change (canteen, changing

seats)

• Support initiatives

• Initiative staff to engage more with each

other

• Action

• All for patient

• Influence by interaction

• Menu for interventions available to staff

• A summary of each forum

communicated

• Incorporate engagement with staff

health and wellbeing standard

• Empowered voice

• Providing evidence

What is the Forum not about............watch this space


12

Solutions

• Appreciation of staff and what they have done for their own empowerment

• Better support staff welfare

• Change the accepted narrative for the health system

• Communicate

• Define staff engagement

• Demonstrate that staff voice is being heard

• Dissemination of forum message

• Give staff back their annual leave for supporting process

• Must do meaningful work

• Open up dialogue

• Provide better IT support and more responsive

• Provide more staff recognition

• Provide staff with the right equipment and resources to do their job

• Say thanks!

• Seeing staff as ‘grades’ and not individuals

• Support for managers at local level to roll out at local level

• Team facilitation


13

Section Five: Expectations

What challenges might we encounter in this work?

• Attitudes

- Supporting

- Sceptics – scepticism from previous

experiences (x2)

• Agree how forum make decisions

• Applicability

• Being real – not just talking

• Blocking

• Clarity of initiative to get ‘buy-in’

• Clarity on the message to bring back

• Clear expectation of what the forum is

about – how it is communicated

• Clear message about purpose of forum

• Communication

• Convince people to trust the change

• Convinced that each person has a voice

• Culture shift – how to change the culture

• Cynicism

• Difference of opinion

• Engaging staff

• Fear of change/challenge

• Fixed in position – this is way it always has

been

• Get feedback from improvements

• Getting local management on board

• Getting started and getting finished –

when/where?

• Good communication

• Have a clear plan

• Holding interest of members

• How to put it across in a positive manner

• Initiative fatigue

• Jealousy

• Lack of Management support to allow

participants the time – not understand the ?

• Lack of motivation

• Lack of time/interest (x2)

• Lack of trust from workmates

• Lack of understanding

• Lack of understanding or awareness

• Leadership Group

• Limited communication pathway to all

staff

• Line manager support

• Local Management not supporting

• Lower to middle management blocking

staff

• Management role

• Negativity

• No action

• Not to lose direction

• Old habits

• Organisational support

• Our own different identities and

workplace

• Ownership

• People are cynical – changing this

• Poor Leadership

• Possibility of losing momentum

• Realistic expectations

• Resistance to change initiative (X2)

• Resource – time and money

• Sense of being talked down

• Staff morale low – encouraging this as a

positive initiative

• Sustainability

• Terror of accountability (x2)

• Time (x3)

• Time management


23

What challenges might we encounter in this work?

Challenges

Clarity of purpose

•Ill defined goals | Not arriving at a clear vision/strategy | Not engaging | Not understanding the concept | Unclear of unrealistic expectations of the forum at all levels of organisation

Barriers to communication

•A long history of not being heard | Barriers to communication within the organisation | Clear general and specific communication to participants/managers about the forum | Communication methods –channels | Forum output being too vague | No communication – more hierarchy talk

Action / Follow through

•Actioning suggestions/implementation | Another initiative that will ‘not’ be followed through | Challenge to promote what we as a service are doing right | Competing HSE priorities | Expectations of forum members aren’t met | Pre contemplative stage of change

Cynicism / apathy / resistance

•Apathy | Cynical reaction to Forum could demotivate or deflate members | I don’t have time for this | Lack of engagement by Managers | Lack of faith that things can change | Lack of interest | Lack of support from management | Lack of understanding in the workplace on engagement | Peer pressure | People have given up on “oh not another one” | People might feel we are inaccessible and closed | People not feeling listened to | Resistance from staff | Sceptical | Staff inertia, apathy, overworked, workout | Staff resistance | Staff wary of another “New” sceptical initiative

Personal responsibility

•Comfort zone of individuals | Fear of change | Not being able to manage ourselves in the forum –imbalance of views

Outside stakeholders

•Corporate HSE meddling in forum processes and output

Recruitement moratorium

•Recruitment moratorium

Sustainability of forum members

•Sustainability of forum members

Time

•Time commitment to the forum | Time constraints


24

Actions

Clarity of purpose

•Finding clarity – aims and objectives | How will we measure that we are having an impact | Ideas | Tangibility of process | Tangible deliverables | This process is not more of the same | What is staff engagement x2?

Action

•Early quick wins | End result | Evidence of action after today – short-medium term | Forum needs to overcome cynicism in the system | Keep the memento going once back at base | Keeping momentum | Small local issues once sorted could make me happy

Positive communication

•Discussing the forum with colleagues | Early wins – publish the successes and acknowledge the failures | Finding champions | How will we communicate our impact? | Making engagement a key priority | Managing momentum and consistent output | Mindset of individuals – foster curiosity | Remaining positive | Resistance is futile | Responding to negative reactions | Visibility of forum | Communicating progress – forum – group and individuals

Reputation / Credibility

•Ensure forum has good reputation | Forum needs to earn credibility | Opportunity cost of service of concentrating on engagement

Ownership

•Getting managers – Buy In – line managers/senior managers | Staff engagement | What might work for me will not work for all

Organisational agenda for staff engagement

•Guidance for new management approach in support of forum | Positive staff engagement should be an essential component of all job descriptions | Induction and training programme incorporates the forum | New way of doing business | Review of employee handbook incorporating recognitions of the forum | Sustaining focus on engagement agenda | Why should I engage? | Win support from local management for work of forum | Work with the willing | Ownership at individual level | Be very clear | Qualitative or quantitative outcomes? | Measure KPI’s | Staff questionnaire

Time

•Time to part ideas | Time to promote engagement | Timeframe? | Timeline


25

What actions do we need to take to ensure success?

• Engage with the philosophy – the forum is a tool

• Clear ideas/concepts

• Honest conversation - listen

• Management need to ‘buy-in’ into concept

• Visibility of the forum

• Our existence as a contributor

• Have a clear timeframe

• Rotate members

Actions:

1. Mandate from Leadership Team

2. Programme of work to be put on business agenda

3. Action plan owned by all levels and implemented

4. Clarity of the role

5. Monitor and evaluate

6. Geography


26

Section Six: Operational Guidelines and Communication

How will the forum connect to the rest of the system? / Who does the forum need

to communicate with/how?

• Connect to staff – HSE, Agencies and Voluntaries

• Forum members to report back to own staff informally now (after this session)

• Email; Social Media’ Whats app

• Health Matters and other publications

• Staff representative bodies

• Senior management commitment to roll out

• Set up local engagement forums and formal launch

• Bring patient and staff forum together

• All staff supported by management

• Multi-facet approach

- Newsletter

- Broadcast email

- Video

- Etc....

• One to One conversations with colleagues – Social Media and Twitter/Facebook??

• Let our service users know we are improving internally

• IT infrastructure and access to all comms

Ideas to be heard How does this forum connect across

divisions? • Talk to our colleagues, hearing and bringing

ideas from colleagues

• Test ideas

• Speak to exp. of being a forum member

• Influencing leadership

• Speaking to experience of being a staff

member

• Be catalysts and ambass.

• Show change can happen and will happen

• Generating case studies re: staff engagement

in projects and learn what others are doing

Message to Leadership/Management

• Things are changing – there is a new way of doing business

• Pockets of good practice

• Staff recognition

• Communication

• Generate ideas about how to engage staff more effectively


27

What do we need to communicate after today/how?

Mission – Aims – Objectives in plain speak once identified

• Start of a change in staff engagement that we will act on staff ideas now

• Make it short and positive

• Change in mindset has evolved within organisation

• Every member of staff counts

• This new initiative – top to bottom

• Is happening now!

• We appreciate the heretofore unmeasured contributions staff make e.g. Pos Team influence

• That a forum exists and who is on the forum – its a new way of working

• “Created by staff for staff”

• Change in the way we communicate, its good to talk, its good to listen

• Positive move by HSE listening to staff

• Philosophy for change

• Open feedback from service providers to management and vice versa

• What we designed today and invite feedback

• Staff voice is being listened to at the forum

• Help us to improve staff engagement

How will work be brought to the forum?

• Spoken ideas from the ground – feedback from forum members

• Specific forum contact (email address/PO Box)

• Invite agenda items/discussion topics through call into whole system and create a list that

judged against our criteria?

• Staff ‘satisfaction’ survey

• A contact/comment form in work place

• Have list of priorities and match agenda items to that

• Have a webpage on hse.ie

• Would people who are here today be willing to be a link person that could be contacted

locally if staff feel more comfortable than directly contacting national office?

• Perhaps middle management could gather issues from service manager heads (item on

agenda) and bring to national office

• 50 staff forum members to act as champions/main point of contact for their respective

areas

• Conduct survey/questionnaire to find out if staff are disengaged and if so why? And how

they can become engaged – feedback top themes to forum

• The issues we focus on are the issues of fully engaged staff – not all the other problems


28

Green Pages

1. Launch of Forum

2. Staff Engagement week

3. Forum summary

4. Prioritise time for staff engagement

5. Staff engagement on team meeting agenda

Stickers for Green Pages

• Reliance on meeting targets

• Negativity

• Fear

• Resistance

• Lack of knowledge

• Trust – lack

• Communications

• Lack of interest

• Lack of time

• Education

• Lack of awareness

• Judgement

• Cynicism


Feedback on today’s session

• Believe Unity

• Committed

• Contribute to a better

experience at work

• Courage

• Encouraged

• Encouraged

• Encouraged

• Energised

• Energised

• Engaging

• Engaging

• Engaging

• Excellent!

• Excited

• Expectation for change

• Expectation for change

• Food for thought

• Forum allows ideas to be

heard from the ground


29

Feedback on today’s session

• Forum valuing each

profession

• Hope

• Hope

• Hope

• Hope

• Important

• Information

• Information

• Insight

• Inspiring

• Interesting

• Invigorating

• Lot of engagement and

interesting topics

• Open dialogue

• Openness

• Positive

• Positive

• Positive

• Positive

• The ideas structures and

implemented into practice

• The start of a journey with

an engagement goal. All

good journeys start with a

first step ‘Today’

• Working together to

improve pati

job satisfaction

• Worthwhile Day Thank

You!!!

Facilitators:

Juanita Guidera and Libby Kinneen

June 2016

Positive

The ideas structures and

implemented into practice

The start of a journey with

an engagement goal. All

good journeys start with a

first step ‘Today’

Working together to

improve patient care and

job satisfaction

Worthwhile Day Thank

You!!!


32

Useful Resources

A core strand of our People Strategy, is to improve staff engagement across all levels of the

healthcare service - that staff will have a strong sense of connection to the service and support

team colleagues to deliver better outcomes for patients. Positive staff engagement is also a

keystone of the new Framework for Improving Quality in Our Health Service. We believe staff have

a unique insight into the challenges faced by their services and are often best placed to identify

areas for quality improvement. When given the scope to do so, staff input can lead to creative and

practical solutions to the challenges we face.

Links to these documents can be found at:

Health Services People Strategy 2015-2018

• http://www.hse.ie/eng/staff/resources/hrstrategiesreports/peoplestrategy201518.html

Framework for Improving Quality in Our Health Service

• http://www.hse.ie/eng/about/Who/qualityandpatientsafety/qpsfocuson/Framework-for-

Improving-Quality-in-Our-Health-Service.html

Twitter handles and hashtags!

@HSE_HR

@HSEQI

@HSELive

@rosarii_mannion

@crowley_philip

@juanitaguidera

@libby_kinneen

#engaginghealthstaff

#ourpeople

preliminary report of the national staff engagement forum ... · preliminary report of the national...

Documents