Staff Engagement. Helen Day Assistant Director of Nursing King s College Hospital NHS Foundation Trust
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1 Staff Engagement Helen Day Assistant Director of Nursing King s College Hospital NHS Foundation Trust
2 Aim Present the relevance of staff engagement and subsequent initiatives at King s and across KHP to optimise engagement and improve patient care
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4 Why bother with staff engagement? The more engaged staff members are, the better the outcomes for patients and the organisation (Black 2012, West and Dawson 2012). A direct correlation between positive ward climate and patient-centred care can also be demonstrated (Abdelhadi & Drach-Zahavy 2011) 2009 Boorman Review, NHS Staff Health and Well-being. NHS staff are absent from work for an average of 10.7 days each year, losing the service a total of 10.3 million days annually and costing 1.75 billion. Total absenteeism equates to the loss of 45,000 whole-time equivalent staff annually. For this reason, any factors that are linked with absenteeism should be of great importance to NHS managers as they could provide the key to increasing both efficiency and quality. Engagement was also a critical factor in explaining absenteeism. For an ordinary (one standard deviation) increase in overall engagement, mortality rates would be around 2.4 per cent lower. Where 10 per cent more staff feel able to make contributions to service improvements, there would be on average.057 fewer cases of methicillinresistant Staphylococcus aureus per 10,000 bed days
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7 Organisations are complex
8 Organisations are complex
9 Engaging staff
10 How? Staff surveys? Listening events; Kings in Conversation? Kings Behaviours? A different approach Going to staff; focus groups, audit days, ward meetings, visibility Do something different! Really measure their engagement and do something about the results
11 ENGAGE
12 Enabled to do your job by your senior team March June Yes No Sometimes
13 Nurtured by your manager March June 5 0 Yes No Sometimes
14 Glad to come to work March June 5 0 Yes No Sometimes
15 Acknowledged by your senior team March June Yes No Sometimes
16 Guided by your manager March June 5 0 Yes No Sometimes
17 Empowered to improve patient care March June Yes No Sometimes
18 Example results in patient haematology N=68 Total staff= 99
19 Interventions Bespoke: Make the staff part of the solution Leadership coaching Governor input Increased visibility, values and thankyou Specialist projects
20 Do something different
21 Outcomes
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23 Working assumptions? Creating Cultures of compassion is a wicked problem that demands clumsy solutions (NHSE 2014) Compassionate leadership is not soft leadership Rob Webster CEO NHS Confederation 2014
24 Next steps King s led KHP initiative: The aim of the ENGAGE programme is to implement a diagnostic and intervention tool that optimises staff engagement and impact on wellbeing in healthcare that correlates with improved patient care. Pilot, 4 wards per KHP site, commencing March Evaluation strategy facilitated by KCL > scale up
25 Conclusion Looking after staff results in better care for patients Make engagement real for all staff Give them the skills to do their job with compassion and competence
26 References & further reading Abdelhadi,N. & Drach-Zahavy, A Promoting patient care: work engagement as a mediator between ward service climate and patient centred care Journal of Advanced Nursing 68(6): Black, C Why NHS Organisations must look after their staff Nursing Management 19(6):27-30 Day, H The Meaning of Compassion British Journal of Nursing 24(6): Day, H Leadership: Engaging staff to deliver compassionate care and decrease harm British Journal of Nursing 23(18):17-21 NHSE Building and Strengthening Leadership West, M. Dawson, J. Admasachew & Topakas, A NHS Staff Management and Health Service Quality, Results from the NHS Staff Survey and Related Data. Department of Health
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