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Resolve ER Cases and Engage Staff
- 1. A SIGNIFICANT PERCENTAGE OF EMPLOYEE RELATIONS CASES ARE NOT BEING RESOLVED WITHIN POLICY TIMESCALES. WHAT STRATEGIES WOULD YOU EMPLOY TO ADDRESS THIS? A presentation by Dylan Marshall 15 December 2016
- 2. PRONGED STRATEGY: MICRO: LINE MANAGER FOCUS MACRO: EMPLOYEE ENGAGEMENT
- 3. Line Manager Focus • Training: • Formal – Conducting Investigations, Performance Management, etc. • Informal – coaching, mentoring, editing investigation reports, etc. • Project Management of ER cases • Task objectives • Goal attainment • Diary Management • Outlook reminders • ER Spreadsheets • Snapshot view of cases • O-Group SITREP • Weekly progress catch-up with HR / escalation of delays
- 4. Staff Engagement Successful employee engagement = reduced ER cases
- 5. Why the 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
- 6. 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
- 7. Top factors in engaging staff Communication Recognition Development Leadership Values Mission Goals Recruitment Retention Organisational Culture NHS Benefits Staff Patient
- 8. 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: 09 August 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 Engagement Strategy. 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: 09 August 2016]
Editor's Notes
- 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)
- 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.