Help transform the lives of others andwe’ll help transform yours

Hywel Dda University Health Board

Values and Behaviours FrameworkStaff Information Booklet

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What do Hywel Dda employees truly valuein their lives?

“I value my bike, I like to travel todifferent parts of the country and justget away from it all…”Sister Ann Robins

“I value my caravan; I like to just hitchit up and travel somewhere to getquality time with the people I love…”Sister Louise Davies

“I value my new house it’s my first. I am really excited in making itsomewhere I can call my own…”Katy Jane – Health Care Support Worker

“I value my new job on Ward 9 andworking alongside some wonderfulcolleagues...”Martin Pickett – Student Nurse

We all value different things in life, family, health, holidays or even our pets. Here a fewemployees tell us something about what they value.

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What as an organisation would we value?

What are OrganisationalValues?• Organisational values are abstract

ideas that guide organisationalthinking and actions.

• Organisational values represent thefoundation on which the organisationis formed.

• While difference in opinion and skillsmay be beneficial to the success of anorganisation, a unity of purpose mustbe maintained.

• Organisational values let others knowwhat it is, why it has been created,and how it is different from otherorganisations.

Why do we need a Values andBehaviours Framework?• Our values will only be made real by

the behaviours we demonstrate andthe attitude and approach we take towork; they are:

– How we do things – How we treat others – What we say and how we say it – How we expect to be treated

• These behaviours outlined will notbe exhaustive. It is up to each of usto make our values meaningful in therole that we have.

OrganisationalCulture

Shared beliefs, valuesand assumptionsheld by members

of theorganisation

Embedded in a network oforganisationalpractices

Amplified by behaviours of leaders

Evident inbehaviours ofindividuals and

groups

Visible in the‘way that workgets done’ on aday-to-day basis

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Our Board members are committed to ourValues and Behaviours Framework

Steve Moore –Chief Executive

Bernardine Rees OBE – Chair

“We are delighted to commendto you our values.

The Organisation’s Values andBehaviours Framework has beendesigned by staff for staff to ensure thatwe understand how we aim to be withthe people we care for as well as witheach other.

It is important for the Board to ensurethat as an organisation we haveimplemented a framework ofbehaviours and values that have beendesigned and agreed by theorganisation, and we want to personallythank everyone who has contributedeither individually or through teamworking.

These values and behaviours will shapethe way we plan and make decisions,the way we communicate and treatpatients and each other.

We would also suggest that theframework will support recruitment andretention of staff through appraisal andstaff development. They will also play abig part in measuring and improvingboth staff and patients experiencewithin the Organisation.”

“I am proud to announce the launch ofthe Hywel Dda organisational values.

These values have been a few months in themaking with staff feeding back on the personalvalues that were important to them. TheWorkforce and OD team then structured themost prominent and came up with a definedlist. So we truly know that these were designedby staff for staff. As an organisation I feel it isimportant that we have a set of behaviours thatwe are all aligned to and will benefit from. Thesewill underpin all that we are and do withinHywel Dda and as an organisation we willcontinue to develop and grow from them beingin place. The DNA strand in the heart holds thenine personal values that every single one of usin Hywel Dda should demonstrate on a day today basis. These values represent how we willdo things and the expected behaviours inworking for this Health Board. We also wantedorganisational values that we can genuinely liveand breathe. There are three statements aroundthe heart design that as an organisation I wantincorporated as well as the personal values.These speak for themselves. In terms of thebehaviours we want to see I trust that you willjoin me in embracing them and strive toimplement them all across the organisation.”

Personal Values

Treating people in a way that supports theirself respect.

Being polite and have due regard for thefeelings, wishes and beliefs of others.

Everyone counts – treating people in a waywhich is right and reasonable.

Choosing to do the right thing every day.

Being transparent and accountable aboutwhat we are planning and doing.

Being truthful in what we say and do.

Feeling and exhibiting concern andempathy for others.

The quality or state of being kind.

A feeling of sorrow and regret for thesuffering or misfortune of another, oftenincluding the desire to alleviate it.

These are the personalvalues we believe allHywel Dda employeeswill demonstrate daily.

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Organisational Values

Striving to develop and deliverexcellent services

We will endeavour to continually improveand enhance the services we offer as ahealth care provider.

Putting people at the heart ofeverything we do

We take responsibility for the effective careof our patients whilst we support ourcolleagues to ensure we place people at thecentre of all we do.

Working together to be the bestwe can be

We take responsibility to work alone or as ateam to build reputable services to deliverthe very best health care we can for ourpatients.

These are theorganisationalvalues that we atHywel Dda arecommitted to.

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Dignity, Respect and Fairness

This value group ensures that people are treated in way that supports their self respect.That there is a due regard to people’s feelings, wishes and beliefs. Everyone counts andpeople are treated in a way that is right and reasonable.

CORE

What we do day to dayand is expected of all. It’sintegral to the DNA of theorganisation.

ADVANCED

How we change the waywe work to create apositive experience.Demonstrate a positiveimpact on patients andservices.

EXCELLENCE

Values are embedded in our culture andbecome habit. We lead by example andevidence what we do.

3 Take time to buildprofessional relationshipswith colleagues, patientsand stakeholders.

3 Understand how yourbehaviours could beinterpreted and considerthe impact they can haveon others.

3 You look to understand other people andtheir behaviours, and use this knowledgeto adapt your approach for effectiveworking relationships within and beyondHywel Dda.

3 Trust colleagues to actresponsibly and areaccountable for youractions.

3 Encourage others to actresponsibly.

3 You instigate changes in behaviour toimprove the use of Health Boardresources. You lead change in others andteams.

3 You respect people asindividuals and areconsiderate.

3 You drive the diversity ofteams and working groups

3 You are a role model for an inclusiveleadership style; respecting colleagues andpartners. You are able to evidence yourimpact and create a culture of diversity.

3 You understand how yourrole contributes to thewider organisationsstrategy, patients andpeople.

3 You recognise and valuecolleague’s contributionsand the users of ourservices.

3 You display a clear appreciation of yourcolleagues and teams efforts and supportthem when there are difficulties withevidence that you have embedded intoyour routine and the services you provide.

3 You actively listen to others– showing you value andrespect their input.

3 You engage withinternal/externalstakeholders ensuring a fullrange of views are takeninto account.

3 You involve and gain agreement fromthose affected by decisions and actions.

3 You communicaterespectfully, openly andprofessionally.

3 You are positive in allcommunications. Youreflect and consider yourcommunication; theimportance of soundcommunication and itsimpact on those aroundyou.

3 You utilise many different types ofcommunication to ensure messages aresensitive and appropriate. You understandthe contribution it makes to theimportance of high quality safe care.

3 You provide information topatients/colleagues in atimely manner.

3 You ensure that timescalesare relevant and are met.

3 You manage shifting timescales to allowinformation to be timely.

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When the values are not demonstrated

Examples of behaviours that fail to demonstrate Dignity, Respect and Fairness are outlinedbelow:

7 You allow disrespectful or discriminatory behaviour to take place.

7 You are disrespectful, insensitive or unhelpful to patients or colleagues and your mannercauses upset to others.

7 You deliberately exclude others from activities when you know they could benefit frombeing involved.

7 You make little or no effort to understand things from your patient or colleagues point ofview.

7 You don’t say ‘thank you’ when it’s appropriate.

7 You knowingly use the Health Board’s resources for personal gain.

7 You inappropriately use your mobile phone and laptop at meetings.

What Hywel Dda will look like with these values embedded?

With these values embedded into the organisation they will ensure that all employees of Hywel DdaUniversity Health Board are treated as equals and fairly at all times. An organisation that allowspeople to express opinions and ideas on areas we can improve and will actively listen to them. Allemployees will be treated appropriately through friendships and professional relationshipsencouraging politeness and courtesy at all times.

Integrity, Openness and Honesty

This values group ensures that we choose to do the right thing every time. We aretransparent and accountable for our actions and plans and that we are truthful in whatwe say and do.

CORE

What we do day to dayand is expected of all. It’sintegral to the DNA of theorganisation.

ADVANCED

How we change the waywe work to create apositive experience.Demonstrate a positiveimpact on patients andservices.

EXCELLENCE

Values are embedded in our culture andbecome habit. We lead by example andevidence what we do.

3 Propriety, truthfulness anda sense of decency is yourmotive in all you do.

3 You have courage to speakup and raise concerns tothe relevant personnel.

3 You promote a culture of openness andensure it is part of the culture within yourteam and the organisation, and this isrecognised and appreciated.

3 You are confident to beable to report andacknowledge mistakes andensure that you learn fromthem so they are notrepeated.

3 You foster an environmentthat supports colleagues toreflect, learn and improve.

3 You set an example that encouragesopenness and honesty in reportingadverse incidents and near misses and youactively foster a culture of learning andimprovement from these. You are able toevidence this positive culture.

3 You are open toimprovement and changefor the better and fostertrust in patients andcolleagues.

3 You impart trust andownership of changes andimprovements that aremade by the organisation.

3 You actively seek ways to developindividuals and services to improve patientcare and the organisation creating aculture of trust.

3 You share ideas andknowledge to help supportcolleagues and create asense of cohesion.

3 You demonstrate anunderstanding whereshared knowledge canbenefit patients and otherservices.

3 You create a culture of knowledge sharingthroughout teams and services for thebenefit of organisational development anda sense of togetherness.

3 You share appropriatecommunication withpatients and colleagues.

3 You look to ensure thatcommunication is fedappropriately to internalservices to improvecommunication strategies.

3 You build networks locally, regionally andnationally to help provide support andexpertise by driving agendas, shapingservices and addressing concerns and theimpact is evidenced.

3 You look to gain regularfeedback on performanceto improve yourcontribution to theorganisation.

3 You reflect and look tobuild on any constructivefeedback to further developyour skills and those ofwhom you work with.

3 You create a culture of regular feedbackwhich promotes personal developmentthrough a number of sources andorganisations.

3 You feel confident to beable to discuss any personalor professional issueswithin an environment oftrust that may impact onyour work.

3 You facilitate a sense ofbelonging and createsolutions collectively toissues impacting on workso that you and yourcolleagues feel supported.

3 You apply an open door policy whereemployees feel comfortable to talk andyou can evidence positive outcomes ofthis policy for the organisation and thoseyou work with.

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When the values are not demonstrated

Examples of behaviours that fail to demonstrate Integrity, Openness and Honesty are outlinedbelow:

7 You are secretive and cannot admit when mistakes are made.

7 You allow personal issues to have a detrimental effect on your performance without seekingsupport.

7 You withhold information that could damage employee, patient and public confidence inthe Health Board.

7 There are no open and honest relationships which can lead to mistrust and a lack ofrespect.

7 You stick relentlessly to your own agenda with no regard to others thoughts or opinions.

7 Individual’s performance needs are not measured and discussed so they do not gain suitabledevelopment for their career aspirations which would benefit the organisation.

7 There are no appropriate challenges to anyone who behaves outside of these Hywel Ddavalues, so there is no opportunity for them to change these behaviours to those we expect.

7 You criticise for the sake of it and offer judgemental feedback.

What Hywel Dda will look like with these values embedded?

With these values embedded into the organisation it will bring a more open culture in which we cancommunicate and share the wonderful work achieved by this Health Board. The organisation requiresits employees to become brand ambassadors to promote why external candidates should be looking tojoin us. A culture of openness and honesty will bring greater support for each other and for new ideasand ways to work. The organisation will be one that recognises mistakes as learning opportunities.

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Caring, Kindness and Compassion

This values group allow us to feel and show concern and empathy for people thatneed support. Where you feel sorrow and regret for the suffering and misfortune forpatients, colleagues and teams, with a desire to help them in any way you can.

CORE

What we do day to dayand is expected of all. It’sintegral to the DNA of theorganisation.

ADVANCED

How we change the waywe work to create apositive experience.Demonstrate a positiveimpact on patients andservices.

EXCELLENCE

Values are embedded in our culture andbecome habit. We lead by example andevidence what we do.

3 Decency is integral in allyou do. You provideindividual care and treatothers as you would expectto be treated.

3 You routinely encourageand develop others to beattentive, sympathetic andconsiderate and fosterthese values.

3 You ensure a culture where everyone istreated with decency and understandingwhere compassion is fundamental to you,your team and the organisation.

3 You share complimentswith colleagues.

3 You forward complimentsand success to relevantpeople and celebratesuccess using this as aplatform for development.

3 You demonstrate these values where youare able to influence and change in acollaborative manner that is of mutualbenefit.

3 You care to listen whenpeople are speaking to youand are attentive andunderstanding of theirviews.

3 You should be able to givefull concentration to whatis being said and respectdiffering views.

3 You always ensure you are activelyparticipating in any discussions that youhave.

3 You care that people aresafe within the organisationand that you alwaysconsider their wellbeing.

3 You proactively manage theenvironment you work in toensure safety and wellbeingof patients and people.

3 You manage the environment to ensuresafety is maintained at all times. Youanticipate risks and ensure a plan tomanage them and are able to evidenceimpact on wellbeing.

3 You offer support to yourcolleagues when it appearsit is needed.

3 To proactively think oftimes where support will beadvantageous tocolleagues.

3 You proactively recognise and celebrateindividual and team successes.

3 You care about the publicperception of theorganisation.

3 You champion the HealthBoard externally.

3 You proactively seek opportunities topromote the work of staff and theorganisation to build a balancedreputation locally, regionally andnationally with evidence of influence andimpact on wellbeing.

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What Hywel Dda will look like with these values embedded?

With these values embedded into the organisation it will provide us with a workforce who cares for itspatients and for each other. Hywel Dda needs to be an organisation that truly cares and supports eachother through good and bad times. Each employee should feel empowered to help build theorganisational reputation and help it become an employer of choice.

When the values are not demonstrated

Examples of behaviours that fail to demonstrate Caring, Kindness and Compassion areoutlined below:

7 You provide care that is inappropriate to the patient.

7 You ignore colleagues who need support.

7 You withhold positive comments that would benefit others.

7 There are times where information is late in being communicated.

7 You do not take responsibility to ensure a safe environment for people.

7 Individual’s and teams are not recognised for the work they complete.

7 You do not offer support for people.

7 You do not play an active part at events/meetings.

Our values cannot just bewords on a page; they needto be in our DNA. They needto underpin everything thatwe do and should reflect theday to day behaviour ofeveryone in Hywel Dda.

How will the values be measured?

• It is expected that our managers will deliver excellence in all behavioral frameworks. Theseprinciples will be complimented by the Health Board’s Manager’s Standards and theManagement and Leadership Development Programmes.

• Review them at your and your staff’s annual Performance Appraisal Development Review (PADR).

• Reflect on your practice and ask yourself: ‘Are you behaving in such a way that lives up tothe values and showing leadership?’

• Ask for feedback on your behaviour 360 degree.

• Give timely feedback to others.

• Seek patients views and act on their responses.

• Speak up when others are not demonstrating the values.

• Through all policies within the Health Board.

• Recruit using our values.

• Using formal actions i.e. employee relations. Staff surveys.

• Via social media – Twitter, Linkedin, Facebook and Glassdoor.

What is the cost of getting it wrong?

We run the risk of:

• Patients, their families and the public not gettingthe service they have the right to expect.

• The Health Board developing a poor reputationwithin the community.

• People feeling anxious and unconfident aboutdealing with us.

• Skilled but unhappy staff leaving – leading toincreased costs in staff recruitment and training.

• The time it takes to complete a job increasing as‘good will’ reduces.

SUCCESS

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Help transform the lives of others and we’ll help transform yours

www.hywelddahb.wales.nhs.uk/ItsInOurDNA

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