2. HISCA Feedback Report
This report contains detailed feedback collected from 38 respondents as part of the HISCA
assessment of the Sample Team. These respondents were made up of 27 staff members and 11
patients and family members.
The survey measured how the respondents perceive the Sample Team’s practices and behaviours
in the context of five domains related to providing high quality care and Fundamental Standards.
Qualitative feedback was also captured via open ended questions, to assist in quantifying the
feedback and providing clear opportunities for development with real examples.
Disclaimer
The HISCA questionnaire has been designed by Veraison to help partnering organisations gauge
the level of awareness in relation to five domains as well as Standards by the current chosen level
of employees. Although the instrument, when analysed indicated the sought-after qualities of
validity and reliability, the absence of norming data makes it unrealistic to make strong validation
and reliability claims. Veraison is in the process of further reliability, validity and norming testing.
It is therefore recommended that the questionnaire is not used outside the scope of its original
design and specific intent. This report is for development purposes only and should not be used
for recruitment or promotion purposes.
3. Intention of this report
The intention of this report is to create insights into the Sample Team’s collective strengths and
opportunities for improvement against service capabilities based on the five factors of Health Service
capability and Fundamental Standards.
The following report contains the results of the Sample Team’s HISCA survey conducted in July 2020.
Results have been generated for the Sample team to illustrate the care capability, employee engagement
and customer feedback.
How to read the report
There are six sections to this report:
1. Introduction and high-level summary including staff response demographics
2. Capability Results
3. Detailed Capability Results across the six domains of Caring for Self, Engages with others,
Achieves Outcomes, Drives Innovation, Shapes Systems and Standards
4. Culture Results
5. Engagement Results
6. Customer Feedback
The Scale
The scale chosen for this assessment was a 5 point scale ranging from “None of the time” = 1” to “All of
the time = 5”. People were asked to honestly rate the current performance of the team as well as the
desired performance they believe is needed in 12 months time to be most effective. Given the scale
measures frequency, scale increments may not always be the same e.g. the difference between ‘some of
the time’ to ‘most of the time,’ is theoretically larger than ‘most of the time’ to ‘all of the time.’ It will be
important to consider not just the gap size but also the current performance rating.
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What we measured
The HISCA results are broken into three sections, reflecting the key components that were measured.
Summary
The table below provide a first look at the high level results for each of the areas assessed.
Sample Team
Capability 3.8/5
Culture 5.93
Engagement 86%
Customer Satisfaction 6.3
NPS -9
Capability
Measured by demonstration of the five factors of
Health Service capability and the Fundamental
Standards
Culture
Measured by quantitative and qualitative
questions posed to staff members.
Outcomes
Employee Engagement, Customer Satisfaction.
Capability
Culture
Outcomes
5. Page | 5
Staff Response Demographics
Role within the team
63% Nursing
15% Medical
22% Allied Health
0
2
4
6
8
10
12
14
Less
than 3
months
3 - 11
months
1 < 3
years
3 < 5
years
5 < 7
years
7 < 15
years
More
than 15
years
Years of employment in
organisation
0
2
4
6
8
10
12
14
16
Less
than 3
months
3 - 11
months
1 < 3
years
3 < 5
years
5 < 7
years
7 < 15
years
More
than 15
years
Years of service in
current team
Role level
Front line
Front line supervisor/team leader
Middle management
Senior management
Board/Executive
8. Capability Results
This report brings together feedback given by:
Summary of top strengths and areas to improve
The goal of Team Feedback is for the team to be able to use the feedback for their collective development,
to help them grow and achieve more together.
The Sample Team were given feedback on 46 different areas. We recommend that the team focuses on its
top strengths and areas to improve, listed below.
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Capability Spidergraph
The spidergraph below shows all of the areas the team were assessed against and the average
scores given by people assessing the team.
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Capability – Teams top areas to improve
The team were asked to rate both the current and desired performance. The areas that the team
think they would benefit most from improving are listed below.
Review if you agree with the areas below, or if there are any surprises to discuss with your team.
You may wish to tackle one or more of these areas in your team development initiatives.
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Capability – How different groups rated your top areas to improve
Different groups of colleagues may have different views on which areas need most improvement.
This can help to explain why certain areas have come out at the top, and why others have not.
Compare the views below and think about why there are differences.
Note: Patients & Family Members have only filled in the capability questions related to the
Standards.
16. Detailed Results
The detailed results give you a complete breakdown of the feedback given about the team.
For each leadership domain and question, you will find the average scores of both current and
desired level of performance as assessed by each feedback group, Leaders, team members and
consumer. The meaning of each score is shown in the scale below:
The desired improvement is then calculated as the score for desired performance minus the
score for current performance. An average gap of 0 to 0.3 is considered small, a gap of 0.4 to 0.8
is considered medium, and a gap larger than 0.9 is considered large.
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Cares for Self
A highly performing team is always a work in progress. Its members know their strengths and
limitations and commit to self-reflection and improvement. They understand and display self-
awareness, self-regulation, motivation, empathy and social skills and how these impact their
interactions with others within the team. A team demonstrates Care for Self when its members
demonstrate integrity in their roles and show resilience in challenging situations.
Teams that Care for Self are self-aware, seek out and take opportunities for personal
development and have strength of character.
The areas that help teams grow their capabilities in this area include wellbeing, self-awareness,
self-mastery, resilience, and integrity.
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Engages with Others
Team members that engage with each other enable them to see and accept opportunities to
contribute, learn and grow. They communicate with honesty and respect and inspire others to
share ideas and information, to collaborate and form high performing groups and teams. Team
members that engage with others ensure all people, consumers and workers are treated with
dignity and respect in all health care settings.
The areas that help teams grow their capabilities to engage with others include quality
relationships, developing others, adaptability, trust and integrity and influence.
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Achieves Outcomes
Teams focused on achieving outcomes work to make a difference. In the Health Care industry,
these teams work with compassion to influence the quality of care and the sustainability of the
system. They collaborate with consumers, colleagues and others to identify, influence and set
goals that achieve the vision. They are focused, goal oriented, evaluate progress and are
accountable for results.
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Drives Innovation
Innovation in health is not just for a new product. It includes fundamental changes to business
and models of care to achieve people-centred quality services. A key factor for successful
innovation is passionate teams, willing to challenge the status quo where necessary. Teams that
drive innovation champion the need for improvement, build support for change and positively
contribute to spreading innovative practice.
The areas that help teams grow their capability to drive innovation include creativity and
innovation, continuous improvement and understanding the process of change acceptance.
23. Page | 23
Shapes Systems
Health is a complex evolving system where all the parts, including services, legislation and
funding are interconnected. A change in one part has implications for the whole. Teams that are
able to recognise patterns of interdependency are able to explain trends and facilitate strategies
that achieve maximum benefits and minimise unintended harm or negative consequences.
Teams that shape systems understand and apply systems thinking, engage partners with
consumers and communities and build alliances.
The areas that help teams grow their capabilities to shape systems include strategic and systems
thinking, people-centred focus and decision making.
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The Fundamental Standards
The Health Service Standards provide internationally consistent statements of the level of care
consumers can expect from Health Service organisations. The Health Service Standards were
informed by the Fundamental Standards, National Health Services Act 2006 and National Institute
for Health and Care Excellence, in collaboration with private sector providers, clinical experts,
patients and carers. The primary aims of the Health Service Standards are to protect the public
from harm and to improve the quality of health service provision.
30. Page | 30
Culture Results
Culture in the organisational context is the entrenched attitudes and opinions shared by a group
of people. It is the shared norms and expectations that govern the way people approach their
work and interact with each other. These norms and expectations shape how team members
believe they are expected to behave in order to fit in, get things done, survive and thrive in the
organisation. It is the way “we” do things in this team, which extends to decision making, the
organisation of work and how team members communicate with each other.
Quantitative and qualitative questions were asked to gauge the current culture of the team.
A ten-point scale was used when asking the question How would you rate the current workplace
culture of your organisation?
1 = Worst Workplace Culture (unhappy staff, no communication, lots of conflict, no
relationships, poor teamwork)
10 = Best Workplace Culture (happy and motivated staff, open communication, fantastic
team work and great leadership)
Staff Culture Score 5.93
Qualitative analysis
Staff members were asked to provide answers to the following open text or qualitative questions:
1. Describe the way “we” do things in this organisation? (e.g. make decisions, organise work,
communicate with each other).
2. How do people behave to 'fit in' and 'get ahead' in this organisation?
3. What changes in this organisation could make things more effective and safe?
Based on the themes that emerged from their responses to the questions, the following
conclusions were made around ‘what’s working,’ and ‘what’s missing or could be better.’
Work Workplace
Culture
Best Workplace
Culture
31. Page | 31
What’s working about our current team culture?
A theme that emerged in the response to the first two questions is that many people felt the
Sample Team communicate well and in a respectful manner with each other. Respondents felt
they work well as a team together and work collaboratively to get ahead in this organisation.
What’s missing from our current team culture? What could be better?
One theme that came out from the responses, especially in response to the first question, is that
22% of staff identified that decision making can be fragmented within the team, with decisions
often being made in isolation without consulting all relevant staff members.
Another preference that came out as a theme which was raised by 19% of respondents, is more
regular training and staff development would be valuable. This was mentioned generally as well
as more specifically in relation to orientation of new people and in relation to mentorship.
A theme that came out across responses to all three questions is that it was felt sometimes
people speak behind each other’s backs and issues are not addressed directly by the team. A
desire was expressed to foster a culture where people feel they can provide open and honest
feedback to each other.
Describe the way “we” do things in this organisation? (e.g. make decisions, organise work,
communicate with each other).
Interestingly there seems to be a divide between the responses, with quite a lot of respondents
feeling there was strong team work and good communication amongst the team (30%) while on
the other hand a group of respondents felt decision making and communication was
fragmented (44%). Therefore the assessment of the current culture and how this is working for
people therefore seemed to be split amongst the group, with the later opinion being expressed
by more people.
How do people behave to 'fit in' and 'get ahead' in this organisation?
A higher percentage of people identified positive behaviours as helpful to ‘fit in’ and ‘get ahead’
in this organisation, outweighing the frequency in which less constructive ones were named.
Some of the more commonly named behaviours include ‘using a team approach’ and
‘supporting each other’.
What changes in this organisation could make things more effective and safe?
In response to this question, 19% of respondents identified greater management support and /
or line management changes would make things more effective and safe in the organisation.
This question was where a desire for more training was also expressed by the staff.
34. Page | 34
Employee Engagement
Employee engagement is the emotional commitment an employee has to their organisation and
its goals (Forbes, 2012). While employee satisfaction is a component of engagement, it is not
simply how ‘happy’ they feel at work or how ‘satisfied’ an employee is because a very satisfied or
happy employee may not go the extra mile. Based on our review of the literature and our
experience working with organisations from a range of industries, the following factors are
considered important to engagement:
INTENTION TO STAY
The intention an employee has to stay with their current employer/organisation.
• If another employer offered the same role for the same conditions (e.g. pay) I would
choose to stay with this organisation
• I see my medium term future working within this organisation
COMMITMENT TO ORGANISATIONAL GOALS
How committed and aligned an employee is to the organisational goals.
• If this organisation achieves its goals, I would feel satisfied
• I am deeply committed to making sure my team achieves its goals
• I am deeply committed to supporting other teams to achieve their goals
EngagementIntention to
Stay
Commitment
to
Organisational
Goals
Organisational
Commitment
Psychological
Contract
Satisfaction
Vision and
Mission
35. Page | 35
• I understand how my role contributes to this organisation achieving its goals
• When this organisation achieves, I feel energised
ORGANISATIONAL COMMITMENT
• The perception an employee has of their organisation.
• I have ideas on how to improve the organisation
• My ideas on how to improve the organisation are listened to
• I feel proud working for this organisation
• I would recommend this organisation to a friend or family member as a good place to
work
• I speak positively about this organisation outside of work
PSYCHOLOGICAL CONTRACT
• The unwritten understanding between an employee and their employer/organisation.
• I feel fully included as a member of my team
• This organisation honours the commitments it makes to its employees
• I feel trusted to do my job
• I feel valued by this organisation
• I feel encouraged to utilise all of my skills and knowledge to assist this organisation to
succeed
SATISFACTION
• The positive reaction an employee has to their overall job circumstance.
• I feel satisfied when I am at work
• I am satisfied with my current role
• I am satisfied with my current employer
• I feel happy to come to work each day
VISION AND MISSION
• The awareness and affiliation an employee has towards the organisation’s mission.
Note: mission can be replaced with Vision depending on the language of the
organisation.
• I understand this organisation’s Mission
• I feel a strong connection with this organisation’s Mission
36. Page | 36
Engagement Results
Intention to Stay
Two questions were asked to understand employee’s intention to stay with this organisation. A
higher intention to stay would indicate a more engaged workforce.
Commitment to Organisational Goals
Five questions were asked to assess how committed or aligned employees are to the whole of
the organisation’s goals and vision.
37. Page | 37
Organisational Commitment
Five questions were asked to assess how committed employees feel to the actual organisation.
This would be evident in their contribution to improving the organisation and how they speak
about the organisation to others.
Psychological Contract
Six questions were asked to assess whether employees felt they received an appropriate reward
for the amount of energy they invest into the organisation. The reward is not necessarily
monetary but includes whether they feel trusted, included and valued.
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Satisfaction
Four questions were asked to assess how employees feel when they are at work.
Vision and Mission
The final two staff engagement questions formed the factor, Vision and Mission. This factor
assessed the connection to and understanding of the organisational vision and purpose from the
perspective of staff.
42. Page | 42
Customer Feedback Results
Patients and their family members were asked to provide scores around their current
level of satisfaction as well as details on the positive aspects of the service being provided,
and what this team could do better.
Calculating the Net Promotor Score (NPS):
The Net Promotor Score is an index ranging from -100 to 100 that measures the willingness of
customers to recommend an organisation’s products or services to others. It is used as a proxy
for gauging the customer’s overall satisfaction with an organisation’s service and the customer’s
loyalty to the brand.
Consumers and family were asked: “On a scale of 0 to 10, how likely are you to recommend this
organisation to a friend or family member?”
The ratio of Promotors (score 9 or 10) to Detractors (score 0 – 6) provides the Net Promotor
Score.
Customer Satisfaction
How likely are you to recommend this organisation to a friend or family member?
(NPS)
-9
How satisfied are you with the services provided by this organisation?
(Customer Satisfaction Score)
6.3
43. Page | 43
Qualitative customer feedback
Positive feedback about the service provided by this team:
Almost all respondents were able to provide positive feedback about the service provided by
this team. Some common themes that came up were staff were experienced as generally
friendly and always available to help. Respondents indicated that nursing staff were kind and
non-judgemental for the most part.
What this team could do better to provide great quality service:
Some respondents identified that some comments had been made in the past that were
interpreted as hurtful by patients. Generally a theme emerged that respondents desired a
greater amount of understanding from the nursing staff.
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