dean royles nhs employers. ecc annual conference and agm 4 march 2014 dean royles chief executive,...
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DEAN ROYLES
NHS EMPLOYERS
ECC Annual Conference and AGM 4 March 2014
Dean RoylesChief Executive, NHS Employers
@NHSE_Dean
@NHSEmployers
The NHS
Three important contextual issues:
• The financial challenge• The report into Mid-Staffordshire Hospital NHS Foundation
Trust• Demographics and social media
To deal with these externally we need good understanding internally.
What does the 1.3m NHS workforce look like?
77% of the NHS workforce are
female (closer to 80% for nursing
staff)
24,000 staff have a declared disability (2% of the workforce) – but 60% not disclosed or
undeclared
389,000 staff (30% of the workforce) are
aged 50 or over. Rises for some groups such as consultants (37%)
Around 15% of the NHS workforce are
from black and minority ethnic backgrounds
The financial challenge
£
1997 2011 2015
Gap = £20 bn
expenditure
projected expenditure based on current trends
income
projected real income based on CSR
cash
productivity
Employee engagement
−The evidence tells us that staff with high levels of engagement, who feel their health and wellbeing are important, display a number of positive behavioural traits:
• increased commitment • a belief in their organisation• a desire to work to make things better • suggesting improvements• working well in a team• helping colleagues• a likelihood to ‘go the extra mile’
Engagement & health and wellbeing
2.5
2.7
2.9
3.1
3.3
3.5
3.7
3.9
Overall Intrinsic engagement
Involvement Advocacy
Gen
eral
Hea
lth
(Low
er s
core
s be
tter
) General Health by Engagement
Low
Medium
High
Engagement & the Annual Health Check results
1
2
3
4
Low Medium High1 =
Wea
k, 2
= F
air,
3 =
Goo
d, 4
=
Exce
llent
Engagement
AHC Results by Engagement
Quality of services
Use of resources
Staff engagement & patient satisfaction
74
75
76
77
78
79
80
81
Low Medium High
Patient Satisfaction by Engagement
Standardised mortality rates
97.77
95.55
103.24
95
100
105
low medium high
Staff engagement and rates of absenteeism
3.7%3.8%3.9%4.0%4.1%4.2%4.3%4.4%4.5%4.6%4.7%
Low Medium High
Absenteeism by Engagement
5 myths
• Staff don’t have access to IT• Our IT department blocks access because of security• No Return on Investment Data• Too risky – inappropriate pictures• I haven’t got time – I’m too busy doing my job
Our campaigns
•Personal, Fair and Diverse NHS
•NHS wide voice on equality and diversity issues
•Trusts, stakeholders and staff engage online
•One voice joined through #PFD – raising awareness and sharing best practice
•Live NHS events: #eqw2013
@PFDChamps
Our campaigns
•Raising awareness of staff flu vaccination in the NHS
•Conversation connected through #flufighter
•Staff, trusts and stakeholders embed #flufighter in local comms – one voice is amplified!
•@NHSFlufighter has become an NHS wide internal comms channel for flu info, facts, uptake figures and more.
@NHSFlufighter
Our campaigns
•Do OD - first national OD resource for the NHS
•Supports organisational and system wide change
•Monthly podcast - OD topics with expert guests
•Do OD TEAM toolkit – free resource to help team development & team working to support the delivery of compassionate patient care #TEAM
@NHSE_DoOD
Social media
• Thousands of platforms - focus efforts (keeping up, staying ahead)
• Instagram - world’s fastest growing social media platform
• LinkedIn - 3rd fastest
• Online communities – professionals, stakeholders, patients, etc
• Listen to what is being said to improve services
• Build trust
• Influence at local, regional and national levels
NHS Employers Organisation response• Leadership
• Guide on benefits
• Guide on staff engagement
• #Francis, #flufighter, #NHSEngage
• Blogs, vlogs, You Tube.... and more
• www.nhsemployers.org - it’s free!
• Twitter - @nhsemployers
An opportunity to reconnect with core purpose?
The NHS Constitution
The NHS belongs to the people.
It is there to improve our health and well-being, supporting us to keep mentally and physically well, to get better when we are ill and, when we cannot fully recover, to stay as well as we can to the end of our lives. It works at the limits of science – bringing the highest levels of human knowledge and skill to save lives and improve health. It touches our lives at times of basic human need, when care and compassion are what matter most.
The NHS Constitution – values
• Respect and dignity
• Commitment to quality of care
• Compassion
• Improving lives
• Working together for patients
• Everyone counts
The NHS Constitution – staff pledges• To provide all staff with clear roles and responsibilities and
rewarding jobs for teams and individuals
• To provide all staff with personal development and access to appropriate training
• To provide support and opportunities for staff to maintain their health, well-being and safety
• To engage staff in decisions that affect them
• Meaning, belonging, hope, growth
Thank you
@NHSE_Dean
@nhsemployers
www.nhsemployers.org
DEAN ROYLES
NHS EMPLOYERS