developing a more engaged, capable and resilient workforce wales/posters/stuart wyn … · vision...

Niggles themes Staff attitudes and morale

Teamwork

Communication

Poor / Lack of communication

Manner of communication

Perceived inequity

Management issues

Work related issues

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Quadruple AimFearless Leadership

High Performing Teams have:

Expectations

NHS Staff Survey

“enrich the wellbeing, capability and engagement of the health

and social care workforce”

A clear vision

Shared Values

Individuals who take accountability for their

actions

Clear definitions of what is acceptable and what is not

acceptable

“Staff wellbeing is an area of concern”

Maslow Hierarchy of Needs

“People in Organisations need to feel safe and belong”

“Meet Their Needs, People will Thrive”

“ a system that supports, nurtures & empowers its employees is essential “

“highlight the importance of staff wellbeing, training,

management and engagement“

• Pace, positivity and passion• ‘Us’ & ‘we’ not ‘them’ &

‘they’• 16,000 people working

together - not a heroic ‘top team’

• Engaged workforce is paramount

• Collaborative and system leadership is key

Leadership Behaviours

Developing a more engaged, capable and resilient workforceStuart W Evans & staff at Singleton Hospital Pharmacy Department

Background

Staff Engagement

Anonymous “Post-it” note exerciserequesting opinions of all staff onthe following headings:

Addressing NigglesAttitudes and Teamwork

Affirmations

Staff asked to vote on their favourite

positive and team-working affirmations.

Winning affirmations now displayed

prominently around department.

Self-reflection

Communication

Further staff engagement exercise to

identify preferred methods of

communication.

A new communication wall developed.

Management issues and perceived inequity

Addressed in staff development, along with

manner of communication.

Mission, Vision & Values Using suggestions from the engagement exercise,

and following further staff consultation, Mission,

Vision and Values (MVV) developed for the

department and posters displayed in department.

Our Vision and Values consist of 5 and 4 domains

respectively, with each domain subdivided to

provide clearer explanation of expectations.

With all staff having the opportunity to contribute

to the MVV, we expect these documents to:

Provide the “golden thread” that will

purposefully connect the everyday activity of

all staff in delivering optimal departmental

outcomes.

Promote the self-regulation of values-based

behaviour within the pharmacy team.

Staff Engagement

Staff Capability and Development Staff Resilience and Wellbeing

Department priority to develop leadership capability and management skills of individuals and teams

Creation of a new Singleton Pharmacy

Leadership Group.

Group undertaken a 4 module

development programme facilitated by

member of ABMU Learning and

Organisational Development.

Modules cover:

• Strategic Planning – Vision and

Purpose

• Principles of Effective Team

Working

• Understanding Each Other

• Shared Leadership tools and

Approaches

Leadership group Identify development resources & implement department strategy

1. Introduction• Managers have a duty and legal

obligation to ensure that work does

not make your team ill.

• Understanding how to spot the signs

of stress in your team, and knowing

what to do to reduce stress, will

help achieve this.

2. Situation• Nine members of technician staff left

Singleton over summer 2018.

• Difficulty in recruiting resulted in

operating with a significant vacancy

factor.

• Extensive skill mix exercise

undertaken, replacing unfilled posts

with 4 student technicians &3 ATOs.

• It is recognised that working with

vacancies and role changes can

increase the likelihood of work

related stress (WRS) amongst staff.

3. Aim• To determine the current risk of WRS

for pharmacy staff at Singleton.

4. Method• Pharmacy staff requested to complete WRS risk assessment

questionnaire. Anonymous, but did request role (i.e.

pharmacist/technician/ATO/clerical)

• Questionnaire based on HSE Management Standards Approach,

that considers 6 WRS contributing factors.

Demands Support Role

Control Relationships Change

5. Results• Responses received from 34 staff (54% response rate), with 4

staff not stating their role.

6. Outcome and Actions

ATOs (n=5) Technicians (n=13) Pharmacists (n=12)

Key:

Internal Resources

External Resources

Four-day programme to provide Bands 4-7 with a step-by-step guide on the

implementation of soft skills required by all effective

leaders/managers.

Five-day programme to provide Band 8 and

above with the scope and overview to develop

compassionate leadership.

Department strategy

Coaching with ImpactUsing coaching to maximise individual, team and

organisational performance through supporting on-going learning and development

• Introduced a rolling schedule of pharmacy staff

enrolment on the Footprints and Bridges programmes.

• Initial focus on current managers, but plan to open to

all staff.

• 1 staff member completed Bridges and 1 enrolled

• 3 members of staff enrolled on Footprints course

• 5 members of staff enrolled on Coaching with

Impact

• For those who responded, current risk of WRS at Singleton

Pharmacy is low.

• Exercise has increased awareness of WRS amongst staff, and

allowed signposting to various employee resources available.

• Survey will be repeated every six months

Staff provided

with literature

to read and

reflect on their

own practice.