National Staff ExperienceEvolutionary Journey

Liz ReillyNational Staff

Experience Project Manager

Background

•Funded by Scottish Government

•4 Pilot Boards; NHS Tayside, NHS Forth Valley, NHS Dumfries & Galloway and NHS National Waiting Time Centre

•5 Project Objectives

Understanding

Agreement

Engaged

NHSLeadership

Real conversations

about Healthcare

Real conversations

about Healthcare

Qualityimprovements

Qualityimprovements

Understanding

Agreement

Engaged

Staff

Understanding

Agreement

Engaged

People managers

How are we going to make it happen?

What needs to happen?

Partnership Working

Partnership Working

Sta

ff E

xper

ienc

e

Sta

ff E

xper

ienc

e

Sta

ff E

xper

ienc

ePatient E

xperience

Patient E

xperience

Patient E

xperience

Co-Production Co-Production Co-Production

Staff Experience Framework

Health Care Quality Strategy 2010 - 3 Quality Ambitions

Person-Centred, Safe & Effective

MacLeod Enablers/ Healthy Working Lives

MacLeod: Leadership

MacLeod: Engaging Managers

MacLeod: Integrity to the Values

& Purpose

Healthy Working Lives: Well-being

MacLeod: Employee Voice

Staff Governance Standard Strands

SG3: Involved in Decisions

SG1: Well Informed

SG2: Appropriately Trained

& Developed

SG5: Provided with a Continuously Improving and Safe Working Environment, Promoting the

Health and Wellbeing of Staff, Patients and the Wider

Community

SG4: Treated Fairly &

Consistently, with Dignity and Respect, in an Environment where

Diversity is Valued

SE Components Visible &

Consistent Leadership

Sense of V

ision, Purpose &

Values

Role C

larity

Clear, A

ppropriate & T

imeously C

omm

unication

Learning & G

rowth

Perform

ance Developm

ent & R

eview

Access to T

ime &

Resources

Recognition &

Rew

ards

Confidence &

Trust in M

anagement

Listened to & A

cted Upon

Partnership W

orking

Em

powered to Influence

Valued as an Individual

Effective T

eam W

orking

Consistent A

pplication of Em

ployment P

olicy & P

rocedures

Perform

ance Managem

ent

Appropriate B

ehaviours & S

upportive Relationships

Job Satisfaction

Assessing R

isk & M

onitoring Work S

tress & W

orkload

Health &

Wellbeing S

upport

KSF Core Dimensions C1 C1 C2 C1 C2 C2 C2 C2 C6 C4 C4 C4 C6 C5 C6 C5 C6 C5 C3 C3

Staff Experience Continuous Improvement Framework

Outcomes of Pilot 1 and Pilot 2 Testing

•Development of a “Bespoke Staff Survey” with staff, staff side, and managers

•Focus Groups – staff feedback driving amendments of the tools

•Interim Evaluation Report at each stage of testing

Achieved

Key Outputs/ Outcomes of Pilot 3 Testing•Pilot Test 3 took place Jan – Feb 2013 •“Bespoke Staff Experience Questionnaire” was distributed to 2300 staff across 3 pilot Boards; NHS Forth Valley, NHS Tayside and NHS National Waiting Time Centre. •1280 responses, an excellent return of over 56% those staff targeted, and more than double the 27% return of the 2010 staff survey.•Externally validated by University of the West of Scotland (UWS) as a robust, reliable and valid measure of staff engagement.

Achieved

About meAbout me

My organisation

My organisation

My manager

My manager

My teamMy team

“Bespoke Staff Experience Questionnaire”

Rasch Analysis - All items

Hardest item

Easiest item

Reverse items removed. Good overall fit“Bespoke Staff Experience Questionnaire”

Total Spread of NHSEEI responsesMean 69%. Likert category: Agree

Item 29. Same calculation different representation

Factor structure

Because of thisWe know this is valid

And this3 4 5 6 1 5 3 3 2 1 2 5 1 1 2 5 1 3 3 5 5 4 4 2 3 3 4 55 3 2 2 5 4 5 6 6 4 4 5 5 5 5 3 2 3 3 5 4 5 4 5 2 4 4 43 3 1 2 2 3 3 5 5 3 1 2 1 1 2 1 3 4 2 3 1 2 2 2 3 4 1 26 5 5 5 3 3 3 5 6 3 5 5 5 5 4 3 5 6 6 6 4 2 3 3 4 5 5 55 5 5 2 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 3 5 5 5 5 5 55 3 3 2 2 2 2 3 3 1 1 1 1 1 1 2 3 5 5 4 4 1 1 1 1 1 2 5

5 5 5 3 5 5 5 5 4 4 4 4 5 4 2 3 4 5 5 4 4 2 2 2 2 4 2 56 6 5 6 5 4 3 6 6 4 4 5 5 5 4 4 5 6 6 6 5 3 5 4 4 5 6 6

NHS Scotland Staff Experience Definition

“A workplace approach designed to ensure employees are committed to their organisation’s goals and values, motivated to organisation success, and are able at the same time to enhance their own sense of well-being”

(Engaging for Success 2009 authors; Nita Clarke and David MacLeod)

Staff Experience Bespoke Questions Staff Experience Employee Engagement Components My direct line manager is sufficiently approachable Visible and Consistent Leadership

I feel senior managers responsible for the wider organisation are sufficiently visible Visible and Consistent Leadership I understand how my role contributes to the goals of my organisation Sense of Vision, Purpose and Values

I am clear what my duties and responsibilities are Role Clarity I get the information I need to do my job well Clear, Appropriate and Timeously Communication

I am given the time and resources to support my learning and growth Learning and Growth I get enough helpful feedback on how well I do my work Performance Development and Review

I have sufficient support to do my job well Access to Time and Resources I feel appreciated for the work I do Recognition and Reward

I have confidence and trust in my direct line manager Confidence and Trust in my management I have confidence and trust in senior managers responsible for the wider organisation Confidence and Trust in my management

I am confident my ideas and suggestions are listened to Listened to and Acted Upon I am confident my ideas and suggestions are acted upon Listened to and Acted Upon

I feel involved in decisions relating to my organisation Partnership Working I feel involved in decisions relating to my job Empowered to influence

I feel involved in decisions relating to my team Empowered to influence I am treated with dignity and respect as an individual Valued as an Individual

My team works well together Effective Team Working I am treated fairly and consistently Consistent Application of Employment Policies and Procedures

I get the help and support I need from other teams and services within the organisation to do my job

Performance Management

I am confident performance is managed well within my team Performance Management I would recommend my organisation as a good place to work Appropriate Behaviours and Supportive Relationships

My work gives me a sense of achievement Job Satisfaction I feel my direct line manager cares about my health and well being Assessing Risk and Monitoring Work Stress and Workload

I feel my organisation cares about my health and well being Health and Wellbeing Support I would recommend my team as a good place to work Additional Question

I would be happy for a friend or relative to access services within my organisation Additional Question

‘iMatter’ Question Set, Crown Copyright 2013. Contains public sector information licensed under the Open Government License v1.0.

Staff Experience Management/

Staff Experience Awareness Sessions ‘iMatter’

Questionnaire

Completed

Team Report Receive

d

Meeting with Team, Report

Feedback GivenTeam Agree on

Areas of Improvement, Reflected in

PDPs & PDRs

Action Planning/ Interventions,

Internal & External, Agreed & Signed Off by

Team

Interventions

Monitored &

Reviewed

Focus Group

Feedback Outwith

Team

Staff/ Manager Learning Sets

Staff Experience Continuous Improvement Cycle, Crown Copyright 2013. Contains public sector information licensed under the Open Government License v1.0.

‘iMatter’ Results Reports, Crown Copyright 2013. Contains public sector information licensed under the Open Government License v1.0.

6 Strongly Agree5 Agree4 Slightly Agree

Responses 7 3 Slightly DisagreeRecipients 15 2 DisagreeResponse Rate 47% 1 Strongly DisagreeStaff were asked the following questions:

Calculating the Average Score

Experience as an Individual:Average Score

52%

43%

NHS Scotland - Staff Experience Project Pilot 2013

62%

60%

60%

62%

45%

57%

50%

60%

64%

48%

The number of responses for each point on the scale (strongly agree-strongly disagree) is multiplied by its number value (6-1) (see above). These scores are then added together and divided by the overall number of responses for the question

I am clear what my duties and responsibilities are

I get the information I need to do my job well

I am given the time and resources to support mylearning and growth

I have sufficient support to do my job well

I am confident my ideas and suggestions arelistened to

I am confident my ideas and suggestions are actedupon

I feel involved in decisions relating to my job

I am treated with dignity and respect as anindividual

I am treated fairly and consistently

I get enough helpful feedback on how well I do mywork

I feel appreciated for the work I do

My work gives me a sense of achievement

Monitor to Further Improve

Strive and Celebrate

Focus to Improve

Improve to Monitor

67% - 100%51% - 66%34% - 50%0% - 33%

Staff Governance Standard - Strand ScoresAverage Score

51%

Response Rate

47%

60%

Team ReportSample

63%Employee Engagement Index

The Employee Engagement Index (EEI) is generated from the responses to 28 questions within 'iMatter' and provides an overall percentage of your teams level of Staff

Experience

60%

60%

60%

56%

Well Informed

Appropriately Trained and Developed

Involved in Decisions

Treated Fairly and Consistently, with Dignity andRespect, in an Environment where Diversity is

Valued

Provided with a Continuously Improving and SafeWorking Environment, Promoting the Health and

Wellbeing of Staff, Patients and the WiderCommunity

Monitor to Further Improve

Strive and Celebrate

Focus to Improve

Improve to Monitor

average score

‘iMatter’ Staff Experience Thermometer

‘iMatter’ Staff Experience Thermometer, Crown Copyright 2013. Contains public sector information licensed under the Open Government License v1.0.

Staff Experience Storyboard, Crown Copyright 2013. Contains public sector information licensed under the Open Government License v1.0.

2014SE Story

2016SE Story 2015

SE Story 2017

SE Story 2018

SE Story 2019

SE Story 2020

Staff ExperienceStaff Experience

Patient ExperiencePatient Experience

Co-ProductionCo-Production

Positive Staff Experience Enhances Patient ExperienceSupporting the Delivery of the 2020 Workforce Vision

Em

pow

erm

ent

Em

pow

erm

ent

Scrutiny

Scrutiny

ReassuranceReassurance

‘‘iMatter’ iMatter’ (Quantitative)(Quantitative)

SAAT Review SAAT Review (Quantitative/ (Quantitative/

Qualitative)Qualitative)

Employee Voice Employee Voice Focus Groups Focus Groups (Qualitative)(Qualitative)

Supporting the Delivery of the 2020 Workforce VisionStaff Experience Data Triangle, Crown Copyright 2013. Contains public sector information licensed under the Open Government License v1.0.

Actual and Potential Benefits

• Improving Staff Experience ultimately leading to enhanced Patient Experience

• Staff Experience Continuous Improvement Model is systemic with results available down to team level. Promotes team ownership which creates a motivational stimulus to improve results

• Forges psychological contract between employer and employee, enhancing Corporate, Directorate ,team, and individual Resilience

• Positive and Supportive Performance Management for all managers• Creates a sense of empowerment for all staff and therefore contribute to a

sense of wellbeing and resilience, which would have tangible outcomes for example, improving organisational performance, reducing the number of days lost to absence, increases motivation and decreases presenteeism

• Staff Governance Principles become central to daily working lives• Enables accurate strategic planning to develop the organisation• Produces accurate and reliable Employee Engagement Index

• Commercial Commodity with income generating potential

Actual Benefits

Potential Benefits

Thank you!