staff engagement event 2 december 2010 staff engagement ‘the blackpool way’

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Staff Engagement Event 2 December 2010 STAFF ENGAGEMENT ‘The Blackpool Way’

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Staff Engagement Event 2 December 2010

STAFF ENGAGEMENT

‘The Blackpool Way’

THE BLACKPOOL WAY: THE DETAILED ROUTE MAP

Step 1: Understand the BusinessStep 2: Identify the Common CrisisStep 3: Convince YourselvesStep 4: Convince the rest of the management teamStep 5: Establish the ValuesStep 6: Find the perceived barriers/constraints as seen by the workforceStep 7: Construct the ArchitectureStep 8: Go for the Quick Wins Communication

Recognition Management Style

Source: John Oliver “Growing Your Own Heroes” (Oak Tree Press)

THE BLACKPOOL WAY: THE DETAILED ROUTE MAP

Step 9: Focus on the External Customer: Going for Customer

Delight

Step 10: Focus on the Internal Customer: Learning to Work

Together

Step 11: Create the Infrastructure

* The right employee systems

* The right organisation structure

Step 12: Enhance Team working and Empowerment

Step 13: Focus on the process

Step 14: Start Again

Source: John Oliver “Growing Your Own Heroes” (Oak Tree Press)

STEP 1: UNDERSTAND THE BUSINESS

Blackpool• Large District General Hospital

– Foundation Trust – 330,000 Population– High levels of deprivation – 12 million annual visitors– 800+ Beds (4 sites)– Tertiary Cardiac and Haematology – 92,000 A&E Attendances– 4,500 Staff

UNDERSTAND THE BUSINESS

STEP 1 – UNDERSTAND THE BUSINESS

“Frankly Mr Shankly this position I hold. It pays my way but it corrodes my soul. I want to leave, you will not miss me …….”

The Smiths 1986

STEP 2 – THE COMMON CRISIS

Projected budget deficit of £21m Ambition to become a Foundation Trust High costs Significant Bed Pressures Lack of Clinical Engagement Patchy Clinical Quality and Safety

STEP 2: Financial Problem

-10

-8

-6

-4

-2

0

2002/03 2003/04 2004/05 2005/06

Su

rplu

s/(

de

fic

it)

£'m

Reported position

Underlying position

STEP 5: ESTABLISH THE VALUES

The Blackpool Way

The Blackpool Way is not a ‘soft and fluffy’, ‘touchy-feely’ management initiative.

It is a common-sense approach to good staff engagement through:

– Communicating well– Recognising good work– Continuous improvement– Appropriate management style

The Blackpool Way

THE BLACKPOOL PERSON

CONSIDERATECONSCIENTIOUSRESPECTFULRELIABLEHONESTFRIENDLYPOSITIVEPATIENT FOCUSSEDOPEN TO CHANGETEAM ORIENTATED

THE BLACKPOOL MANAGER

Be visible & approachable

Be accountable and decisive

Listen and communicate

Be supportive Be a facilitator Create team spirit

Be fair Be professionally

competent Be pro-active and

motivational Demonstrate people

skills Have the Integrity and

courage to manage poor performance and the diligence to recognise good performance

STEP 8: GO FOR THE QUICK WINS

Blackpool Way – 4 Pillars

Communication - supported by: - Vision and ValuesReduce reliance on ITWalkabouts‘Customer Care’ – being with patients Face to Face

Remembering that – every interaction you have as a leader is an opportunity to build or diminish your credit rating.

• INSERT GRAFFITI BOARD CLIP

Blackpool Way – 4 Pillars

Management Style- Supported by: – Appraisal LMSQ Coaching Culture/Mentoring Clinical Leadership Management Development Patient Safety Walkabouts Greater intolerance of poor

behaviour/performance Devolved decision making Fit For Foundation

Blackpool Way – 4 Pillars

Recognition – supported by Employee well-being Stress Reduction Project Employee Assistance Programme (EAP) 100% Attendance Celebration Ball Divisional Recognition Days Staff Achievement Ceremonies Management Practice – saying thank you

routinely and regularly

• INSERT HR RECOGNITION DAY CLIP

Blackpool Way – 4 Pillars

Continuous Improvement – Supported by: -

Patient Safety & Quality – Quality Framework,

Blackpool Way using Lean methods

Corporate and Support Services too……

• INSERT FACILITIES CLIP

STEP 9: FOCUS ON THE EXTERNAL CUSTOMER – GOING FOR CUSTOMER DELIGHT

STEP 9

• Spectacular reductions in MRSA and CDIFF• Cleanest Hospital Award• 18 Weeks Early Achievement• Top 10% Performance on A & E• Inpatient Survey results year on year

improvements• Improved CQC ratings• Healthcare 100 2009 – Best Large Hospital• Sunday Times 2009 - Top 75 Ranking• Nursing Times 2010 – Best Midwifery Unit

STEP 10: FOCUS ON THE INTERNAL CUSTOMER

Step 10: Focus on the Internal Customer

HPMA Award for Partnership 2007 HPMA Award for Workforce Stress Reduction 2008 Investors in People x 3 Annual re-accreditation “huge progress”

then ‘Gold’ award HSE ‘ a model for other organisations’ National Staff Survey 2007-2009 Journey from also ran →top

25% Key Questions: Appraisal take up – * Would you recommend the Trust as an employer? * Intention to leave * Support from Managers

Sickness Rates 5.3 → 4.3 + falling Turnover Rates 13% → 9% + falling

VaLUENTiS 37 point improvement in engagement 2004 – 2009 (North West improved average 12 points, Acute 10 points) Ref Group 14 points

STEP 11: CREATE THE RIGHT INFRASTRUCTURE

Leadership Management Style Questionnaire (LMSQ)1.Is visible and approachable

2.Is reliable and honest

3.Is patient and customer focused

4.Treats all staff equally and fairly

5.Pro-actively motivates and inspires to achieve the teams objectives

6.Gives encouragement and welcomes new ideas for improvement

7.Is conscientious and leads by example

8. Helps to ensure that the processes and procedures we use facilitates and achieves results

LMSQ continue …..

9.Ensures we have regular effective team meetings10.Encourages effective team working11.Communicates effectively on day to day issues12.Makes sure that I have an appraisal at least once a year13.Ensures that if training needs are identified that appropriate

training is given14.Recognises and celebrates success and good work15.Show me respect and consideration

16.Has the courage to manage poor performance within the team17.Gives support on work where needed18.Delegates effectively19.Has a positive approach20.Help to create a friendly and enjoyable working environment

The perecentages of managers whose median for the question was strongly disagree, disagree or neither agree nor disagree. Whole Trust

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

Q1

1

Q1

2

Q7

Q9

Q1

8

Q2

Q1

9

Q1

0

Q1

7

Q8

Q2

2

Q2

1

Q3

Q4

Q1

3

Q2

0

Q5

Q1

5

Q1

4

Q1

6

Q6

Q1

LMSQ Question

% a

s S

D,D

,N a

s M

ed

ian

Survey 1

Survey 2

Survey 3

Survey 4

Measuring Effectiveness

a 1o Sickness absenceDivision has sickness absence within Trust target of 4.3%

b 1o Appraisals Division is carrying out appraisals for all staff

c 1o Mandatory training Division is carrying out mandatory training for all staff

d 2o Staff turnover Division has staff turnover less than 12%

a 1o MSQs - Divisional completion rateDivisional completion rate based on 8 (min requirement) MSQs per staff member

b 1o MSQs - Zero responses Number of live codes with zero response rate

c 1o Staff survey - Divisional completion rate

% return rate by division (from Picker)

d 1o Communication 20% MSQ, 30% staff survey, 50% portfolio of evidence

e 1o Recognition 20% MSQ, 30% staff survey, 50% portfolio of evidence

f 1o Management Style 20% MSQ, 30% staff survey, 50% portfolio of evidence

g 1o Continuous improvement 20% MSQ, 30% staff survey, 50% portfolio of evidence

7Key strategic and planning

toolsc 1o Workforce strategy

Division has a plan in place which is in alignment with Trust strategy and the division's medium term objectives.

5 Blackpool Way

Assessment Category

Assessment Targets Assessment criteria

4 Workforce

STEP 14: START AGAIN

Step 14: Start Again

Patient Safety & Quality Continuous Improvement Paper Light (less?) Hospitals Vision & Values re-freshed

The hardest thing ?

SHIFTING BEHAVIOUR OF (ALL) LEADERS

2010 Challenges

• The (now much) small(er) number of key influencers who can’t/wont change

• Line of sight stuff and keeping Blackpool Way fresh and real

• QIPP – Fast change and full staff engagement