item 9 9...item 9 action: for information for consideration for decision 2 hr & workforce report...

HR & Workforce Report

Quarter 2 2015-16

Report to Trust Board and TMB

Produced and presented by:

Sally Storey, Director of Human Resources

Board of Directors Meeting 22 October 2015

Trust Management Board 27 October 2015

Item 9

XX6a

Action:

For information

For consideration

For decision

2

HR & Workforce Report – Q2 July to September 2015

This is the second quarterly report for 2015-16, providing the Trust Board with key workforce indicators as well as an overview of HR activity in support of the Trust’s overall vision and strategic objectives. The report covers the following:

a detailed briefing on the development of our dedicated recruitment team and their impact on recruitment activity as measured by time to hire and candidate satisfaction

the results of the Q2 Staff Friends and Family Test (FFT) including what staff are saying about The Moorfields Way

key workforce indicators including appraisals and mandatory training compliance

RAG rated progress on the HR Action Plan

Recruitment briefing

The new recruitment team

A dedicated recruitment team was set up in 2014, to bring together all recruitment activity within the HR directorate under an experienced manager. The intention was to improve the service provided to line managers, improve the experience of applicants, and reduce time to hire. Vacancy levels within the trust fluctuate between 11% and 14%, and the recruitment team handles over 200 vacancies at any one time. These vary from large scale campaigns such as the annual recruitment round of clinical fellows, the campaign in Spain and Italy to recruit trained nurses, and the staffing of a new satellite service, to individual highly specialist roles. The current team came together in September 2014, and comprises a Recruitment Manager, a Team Leader, and four Recruitment Assistants. Individuals are allocated to specific directorates, so they get to know the services they are supporting. Time to hire

Time to hire is a key performance indicator for any recruitment service. At the time the new service was beginning to find its feet, in April 2014, anecdotal evidence indicated that the average time of the overall recruitment pathway for non-medical posts from recruitment request to start date was about 110 working days, or 22 weeks. The following analysis is based on a sample of 103 non-medical recruitment campaigns during the period leading up to August 2015. This analysis is presented visually in the chart below, but the headline is almost a 50% reduction in time to hire, to 58 working) days, or just under 12 weeks. This compares with recruitment pathways of 8 to 11 weeks at Great Ormond Street NHS FT and 8 to 12 weeks at St Georges NHS Trust. Since every day can represent a cost in terms of cover, or lost productivity, there is still work to be done to minimise the time taken, and our focus over the coming months will be on improving

3

communication from recruiting panels to the recruitment team following interviews, and speeding up the receipt of references and OH clearances that contribute to the time taken between the conditional and final offers.

Candidate satisfaction

Between July and September 2015 the team ran a satisfaction survey, asking all applicants about their experience. 54 applicants responded, and the results are shown below. These are positive, with 90% of respondents indicating that they are either completely satisfied or satisfied with the overall recruitment process. The following graphs show responses to questions asked. How did you find the quality and breadth of information that was provided on NHS jobs about the organisation and the position that you applied for?

Advert open > Advert closed - 8

days

Advert closed > Shortlist - 9 days

Shortlist > Interview - 10 days

Interview > Conditional

Offer - 8 days

Conditional Offer > Rec informed - 3

days

Rec informed > Unconditional Offer - 20 days

Total RRF to start date - 58 days

Time to hire working days

4

How was your experience of the interview process at Moorfields Eye Hospital?

How well did the recruitment team answer your queries, if any?

How well informed were you kept during the different stages of recruitment?

5

Overall, how satisfied are you with the service provided and with the general recruitment process?

Positive comments in the free text section of the survey were as follows:

Very efficient staff - prompt replies to email and very helpful and friendly. Thank you!

X has been very helpful and prompt with processing my application.

I am happy with the recruitment process.

X was very helpful with the whole process, completely satisfied.

Very helpful team

Good communication

Overall very happy with everyone at MEH HR.

I am satisfied with service.

Thank you for a smooth and fast transition.

Person I dealt with was a good communicator and made everything simple.

The young lady X was excellent throughout my recruitment process and kept me updated and was truly excellent through everything.

X was absolutely fantastic. Keeping me updated and chasing things up when needed.

Excellent!

X was an amazing person to deal with.

I found X extremely helpful during the recruitment process.

The recruitment process took longer than usual due to the DBS and indefinite leave to remain, however the recruitment team were very supportive, efficient and communicated well during the process.

There were also comments on areas for improvement, and work has started on a number of the

suggestions:

Candidates needing more information about the recruitment process

More frequent updates needed on the progress of their recruitment

A more seamless handover from the end of training/ corporate induction to arriving in the department

The process is a long a complicated one, some sort of traffic-light system for forms that need completing/have been completed would be helpful.

Process could be faster for agency recruits.

Relevant forms and information could be shared as early as possible in case of any problems.

6

I was led to believe that I would be contacted within a week or so to know the outcome of the interview, but after 2 weeks I decided to contact them and when they spoke to me it was as if they thought I already knew the outcome of the interview.

I was given a provisional start date by HR and they told me that I would be able to start on that day as long as I gave in all the forms on time. However, even though I gave in all the forms, I did not start until several weeks after that date.

Occupational health check was a little disjointed from rest of process and required an extra visit which would have been easier at commencement.

I do think that perhaps a simple text to applicants giving updates stating how far along the process is would be appreciated.

Annoying to email different recruitment administrators and keep emailing my documents back to the generic email again.

Staff Friends and Family Test (FFT) results – Q2 Every three months NHS trusts are required to ask their staff whether they would recommend their trust as a place to receive care or treatment and as a place to work. NHS England encourages trusts to use the survey flexibly and incorporate further questions to measure engagement and staff experience. During quarter two we took the opportunity to understand staff perceptions of The Moorfields Way, and whether they are seeing changes as a result. We use Survey Monkey for the survey, and 1,905 members of staff were invited to respond, between 14 and 27 September 2015. 566 responses were received, giving a response rate of 30%. The following graphs show the percentage of staff who said they were either likely, or extremely likely, to recommend the trust, and a comparison of results over the previous two quarters. Staff recommending the trust as a place to receive treatment

96%

92%

92%

0

100

200

300

400

500

600

Yes No Yes No Yes No

Q4 2014-15 Q1 2015-16 Q2 2015-16

Recommend MEH for treatment?

Number and % of respondents

7

Staff recommending the trust as a place to work

It is pleasing to note that consistently over 90% of respondents would recommend the trust as a place to receive treatment, and 76% currently would recommend the trust as a pace to work. Impact of The Moorfields Way In Q2, for the first time, we asked staff if they had heard of The Moorfields Way, and if they thought it was beginning to make a difference in their area of work. The graph below shows that 92% of respondents said they had heard of The Moorfields Way, and 26% said that it was beginning to make a difference. This is encouraging, since the practical work to embed The Moorfields Way commitments into everything we do only began in earnest in the late spring/early summer.

Staff were also given the opportunity to add narrative responses about the changes they have seen. 135 free text submissions were made and are provided as an appendix to this paper. It is

76%

57%

76%

0

100

200

300

400

500

Yes No Yes No Yes No

Q4 2014-15 Q1 2015-16 Q2 2015-16

Recommend MEH for work?

Number & % of respondents

92%

26%

0

100

200

300

400

500

600

Yes No Yes No

Have you heard of TMW? Is TMW making a difference?

Number and % of respondents

8

pleasing to report that behaviours like staff treating each other in a courteous way, better team work and leadership visibility, all feature in the comments. The next national NHS staff survey will start from the 05 October 2015. For the third year running we will be surveying all staff and will be able to report at both directorate and team level. The HR and organisational development teams will be distributing City Road surveys and larger satellite sites will receive their surveys to a nominated manager. A range of promotional activities, linked with the Moorfields Way, will be take place throughout the survey period to raise awareness and to increase the response rate. The survey will close on 30 November 2015 and results published in early February 2016. Workforce trends Headlines and overall KPIs

Staffing numbers have been rising steadily and vacancies falling as a result of recruitment campaigns and in response to increasing levels of clinical activity.

Turnover increased part way through the year with the loss of staff from the manufacturing side of Moorfields Pharmaceuticals, though the stability index has remained steady.

Sickness levels have remained steady even though reporting has increased, and below our target level.

Appraisals are running well below target but improvements are expected following the roll-out of our new process incorporating The Moorfields Way commitments and behaviours.

Mandatory training compliance continues to improve. The figures provided in this section of the report include all paid staff including locums, and exclude contractors, honorary contract holders and volunteers. The stability index in this report includes locums and trainees, but these staff will be excluded from this index in future reports. With each monthly re-run of the report, retrospective data, such as late captured sickness absence, is fed in to the appropriate month. Calculations used in the report are explained at the end.

2015 - 2016 Key Performance Indicator Target Apr May Jun Q1 Jul Aug Sep Q2

Wo

rkfo

rce

Full Time Equivalent (FTE)

N/A 1,816 1,828 1,841 1,841 1,802 1,836 1,853 1,853

Headcount

N/A 2,165 2,178 2,200 2,200 2,166 2,215 2,230 2,230

Vacancy Rate

N/A 15% 14% 13% 14% 13% 11% 13% 12%

Turnover

N/A 16% 16% 16% 17% 18% 17% 17% 17%

Stability

N/A 84% 84% 84% 84% 83% 84% 84% 84%

Sickness Spot Month

4% 2.61% 2.47% 3.20% 2.78% 3.04% 2.58% 2.34% 2.83%

Sickness 12 Month Rolling Average

4% 2.15% 2.15% 2.18% 2.55% 2.22% 2.28% 2.67% 2.68%

Appraisal

80% 52% 53% 54% 54% 54% 60% 59% 57%

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Key workforce trends

Trust Wide - 2015

FTE

The full time equivalent rate has grown steadily

since April 2015 to 1,852 FTE, with only July

2015 showing a reduction due to the closure of

Moorfields Pharmaceuticals manufacturing

unit.

Headcount

The headcount has risen in line with FTE.

Vacancy Rate

The vacancy has fallen steadily since the

beginning of the year, though September saw

an increase.

1,500.00

1,550.00

1,600.00

1,650.00

1,700.00

1,750.00

1,800.00

1,850.00

1,900.00

Apr May Jun Jul Aug Sep

Full Time Equivalent (FTE)

1,950

1,980

2,010

2,040

2,070

2,100

2,130

2,160

2,190

2,220


Headcount

0%

2%

4%

6%

8%

10%

12%

14%

16%


Vacancy rate

10

Trust Wide - 2015

Turnover

The increase in turnover indicated in the month

of July 2015 is due in part to the 29 people who

left the Trust when the manufacturing arm of

Moorfields Pharmaceuticals closed.

Stability

The stability level has remained steady at

around 83%.

Sickness Rate Spot Month

This quarter has seen the start of sickness

absence recording for the medical workforce in

Route 66.

June/July 2015 saw an increase in sickness and

further analysis will be undertaken to

understand reasons and trends.

10.00%

11.00%

12.00%

13.00%

14.00%

15.00%

16.00%

17.00%

18.00%


Turnover

70.00%

72.00%

74.00%

76.00%

78.00%

80.00%

82.00%

84.00%

86.00%


Stability

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%

4.50%


Sickness Absence - spot month Target

11

Trust Wide - 2015

Sickness Rate 12 Month Rolling Average

The increase in September in sickness absence

may be attributable to an increased level of

reporting and not directly to an increase in

sickness itself. The rolling 12 month average

remains below the Trusts target.

Definitions/Calculations

Sickness Absence

Sickness absence is calculated on the number of hours lost as a percentage of the hours

available.

Twelve month rolling sickness is a standard NHS-Wide measure that looks at the past 12

months rather than a set period – this allows a more measured view of absence over a

longer period rather than monthly snapshots that could be influenced by seasonal

fluctuations or sickness outbreaks.

Stability The stability Index is the percentage of staff that have remained in post for a period of 12

months.

Currently includes locums and doctors in training – next period reporting these types of

people will be excluded from the stability calculation (HSCIC)

Vacancy Rate

The vacancy rate is calculated from the the unfilled estbalished posts and is currently held

in the Finance system.

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%

4.50%


Sickness – 12 month rolling ave Target

12

Key Performance

indicator Target

Quarter

2014-15 2015-16

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Man

dat

ory

Tra

inin

g

Adult Basic life support 80% 67% 65% 58% 70% 71% 70%

Child Protection 1 80% 69% 70% 84% 84% 83% 83%



Corporate Induction 60% 91% 86% 92% 92% 91% 90%

Conflict Resolution 60% 70% 70% 61% 71% 72% 76%

Equality & Diversity 80% 73% 73% 81% 83% 82% 83%

Fire 80% 64% 63% 67% 72% 74% 75%

General Health and

Safety

70% 76% 76% 81% 86% 85% 86%

Infection Control level

1

80% 69% 74% 75% 79% 79% 80%

Infection Control 2

(Patient Areas)

80% 70% 76% 66% 91% 90% 88%

Information

Governance

95% 95% 92% 82% 95% 90% 86%

Local Induction

Checklist

60% 22% 74% 89% 87% 84% 80%

Object handling 70% 62% 59% 48% 57% 61% 65%

Paediatric Life Support 80% 63% 59% 44% 55% 64% 68%

Patient handling 60% 70% 71% 79% 89% 86% 85%

Prescribing Practice 80% 72% 75% 82% 78% 78% 79%

Risk & Safety

Management

70% 83% 80% 49% 57% 53% 57%

Safeguarding Adults 80% 81% 81% 65% 70% 78% 80%

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HR Action Plan The following section provides an overview of HR activity in support of the Trust’s overall vision and strategic objectives.

HR Action Plan 2015-16 –

summary and progress report Lead Q1 Q2 Q3 Q4

Comment on progress in

current quarter

TALENT MANAGEMENT

Refresh executive director and

senior leader succession plan and

business continuity analysis,

identifying key gaps for action.

SS G G

Plan revisited by Nominations

Committee June 2015. Business

continuity and succession in

operations being addressed in

clinical management structure

review ‘quick wins’ group.

Refresh and implement a talent

management plan for the trust. RB Not

started

Not

started

Refresh the talent map of senior

leaders and managers, and

analyse the gaps in their

development to make sure that

maximum advantage is taken of

externally available development

opportunities.

RB Not

started

Not

started

RECRUITMENT & RETENTION

Develop and publish a range of

recruitment KPIs to ensure a

reduction in time to hire and that

customers’ needs are met.

K-AB G G

First analysis undertaken of

improved time to hire and

candidate feedback. To be

presented to Board in October

2015.

Identify recruitment and retention

hotspots, and develop action

plans.

HRM

s G G

A number of hotspots identified,

workforce plans have been

refreshed by service.

Increase the use of social media

to promote employment within the

trust and reach a wider audience. K-AB G G

Introduction to the use of social

media has taken place, links

established between recruitment

and communications teams.

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current quarter

Complete the roll out of the staff

bank to the remaining staff groups

across the trust, to minimise

reliance on agency staff.

MR G G

The proportion of temporary staff

supplied by the Staff Bank has

increased, though discussions

under way to route contractors,

non-framework agency staff and

locum doctors through the Staff

Bank have been complicated by

changes to HMRC guidance on

tax.

Complete the roll-out of improved

on-boarding processes to ensure

that staff effectiveness and

engagement is maximised.

JT G G New local induction process and

checklist implemented.

DELIVER THE BENEFITS FROM

THE HR, PAYROLL &

LEARNING & DEVELOPMENT

SYSTEMS

Introduce a comprehensive suite

of workforce management reports

and dashboards. MR G G

Data using new system presented

in Q2 Board report.

Implement e-commerce module

within the L&D system to support

external sales of training

products.

RB G G

E-commerce module deployed

and has received favourable

comments.

Deliver single data entry for

sickness, absence and other

attendance data through close

alignment with the e-Rostering

project

DC G G

e-Rostering programme board up

and running and first meeting

scheduled.

BENEFITS AND REWARD

Continue research on acceptable

ways to minimise the impact of

pension tax changes on the trust’s

ability to recruit and retain key

staff.

SS,

CN,

DF

A A

Limited resources have affected

the speed at which we have been

able to address this issue.

Relevant staff have been alerted

to the potential impact and some

have already been affected.

Consider the extent to which

national terms and conditions

meet the needs of the trust and its

staff, and bring forward proposals

to address any issues that

emerge.

SS Not

started

Not

started

15




current quarter

EQUALITY, DIVERSITY &

STAFF SUPPORT

Review the trust’s work to meet

the requirements of the workforce

race equality standard, and

consider actions to improve the

extent to which the board and the

leadership of the trust better

reflects the diversity of the

patients we serve.

CdS Not

started A

WRES standards met. Work on

improving the diversity of trust

leadership yet to start.

Review our flexible working

arrangements and the support

provided for staff with unpaid

caring responsibilities.

CdS G G

Key policies revised and awaiting

sign-off.

Develop and implement an action

plan to improve the physical and

mental health and wellbeing of

staff, following NICE guidance on

promoting a healthy workplace.

MR Not

started G

Trust has joined a London-wide

joint project involving HEE and the

network of hospital charities.

Current work involves mapping

health & wellbeing initiatives.

Implement local

recommendations of the Francis

report on freedom to speak up CdS G G Policy framework reviewed

Revisit trust statistics on discipline

and grievance by ethnic group

and determine whether further

action is needed to address any

inequality of treatment

CdS G G Statistics analysed and detailed

review has started.

Red

Significantly behind

target

Amber

Progressing but behind

target

Green On target/complete

Sally Storey

Director of Human Resources

13 October 2015

16

Appendix 1 – Staff FFT narrative comments Positive comments

Increased clinics to reduce the waiting times.

We work in a more friendly way and we are open to discuss any issues about safety of our

patients.

Staff being more polite and the change of some staff attitudes.

Patients comments are more positive

Staff feel more confident that issues raised will be addressed. There are regular meetings

with managers which enable raising sensitive issues and discussing workload. Staff are

more involved in what goes on in the department and are aware of changes and issues not

previously shared.

I had in the past noticed a number of clerical staff who were rude or indifferent towards

patients - I have not come across similar instances in the last several months. Staff are

more helpful when answering the phones to internal inquiries.

An increased focus on what really should have been obvious from the start, but is

welcome nonetheless.

Listen, helpful, supportive.

Excellent health care.

Apart from refurbishing all the clinic and department, the increase flow of patient is

remarkable and hope the budget will properly use: and not wasted from unnecessary

spending ghostly created politically that doesn't needed.

Improved multidisciplinary team-working.

Less waiting times.

Staff are more aware of their responsibilities towards patient and co-staffs.

Patient focus.

The staff more polite and caring for the patient and more friendly.

Operative checklist, refurbishment of theatres, changed manager.

Less cancellations of theatre list and starting on time most of the days.

Efforts to reduce patient waiting times. More communication between management and

staff.

A greater emphasis on keeping patients informed of the progress of the clinic & a greater

focus on streamlining the patient experience in Glaucoma clinic.

There are few changes I have noticed such as: staff are more sensitive, friendly and

respectful at each other and to our patients.

17

care has compassion

The communication is really good

I haven`t been working here long enough to notice a lot of changes but as a staff I am

happy, I like that training is provided and generally the staff are looked after. Patient point

of view I think still to be improved. We have feed backs that sometimes arrogant and not

so helpful.

Staff are very helpful and approachful. With the exception of a few all patients are happy

with the treatment they receive here.

Staff are more friendly and informative.

I have the patients filling forms to give their opinion about the serves in moorfields eye

hospital.

Staff appear to be more aware of the way they address people not just the patients but

each other.

I am working in the institute next door to the hospital so I don't think reasonably that I am

as aware of the changes as someone based physically in the actual hospital. However, I

appreciate the effort you are making.

The trust has had reduced number of staff sick leave. There has been an increase in the

number of patients being seen at the hospital. The trust has had an increase in number of

applicants willing to work for Moorfields.

Yes, it's running smoothly, we are working peacefully and no stress.

Managers being more involved with employees.

We are constantly reminded to create a good calm environment, ensure that patients and

colleagues feel welcome and listened to at all times.

Lifts changed, services more efficient.

More patient oriented services.

Better flow of care to the patients but a struggle to the staffs as sometimes we get tired of

too many bookings and sometimes patient do moan as well if some are not seen on time.

Staff more friendly to patients and helpful.

Staff are more aware of expectation on individual and therefore more careful in how to

conduct oneself in escalated situation, the real test.

People you don't know say hello to you in the corridors etc.

Staffs more dedicated

Compared to a few years ago, clinics and A&E shifts usually finishing at 5.30pm and

excessive hours of unpaid overtime (routine 8pm clinic and A&E finishing times) have

been addressed, with good impact on patient waiting times during their visits. Outstanding

teaching and training continues, with unparalleled consultant supervision of all clinical

18

activity. Excellent email communications to all staff on weekly basis create sense of

community and shared mission. Valuable email communications from medical director

ensure all staff are able to stay up to date with latest policies, guidelines and legal

developments in health care. Moorfields is the most outstanding Trust I have worked in

(out of 12 NHS Trusts)

Improved communication. Improved signage

Staff being extra helpful to patients and colleagues

The correct number of patients booked in a clinic that makes the clinic run smoothly.

More trainings going on for staff to help out more in clinic and reduce waiting time for

patients.

The working environment is more relaxed which is not to say we don't work hard, quite the

reverse!

Patient facing staff are more open and friendly, waiting times discussed better and

complaints dealt with on time. Staff morale is higher .

Generally better team working, supportive and being helpful. Attitude is brighter.

Management I think are more understanding than 5,6 years ago .but we still need more

communication and meeting then we can progress in our work.

Floor walker in clinic.

Staff attitude towards patients and visitors have improved.

I am not sure if it’s the Moorfields way that has made the difference, but there seems to

have been a change - as a part time staff member I feel more valued and part of the team,

in the last few years than in the past. For instance I now get appraisals - and access to

training which did not happen (at all) decades ago. I think managers are making an effort

to value all their staff.

Most patients l come across are always saying everyone is friendly, helpful and happy.

Some of them say this hospital is very clean. Others say you seem to like your job.

Staff's attitude to patient care.

Improvement in the care we give to our patients, as well as an improved team work

amongst staff

Staff are more polite with each other and with the patients.

Managers come round now to say hello & ask how you are.

Moorfields is the best Hospital. Patient and relatives appreciate the job we are doing for

them. Moorfields looked after their staff. They make sure we have a good working

environment. They provide trainings.

Staff try to help patients as much as they can.

The recent leadership training initiatives are resulting in better team work. All MEH

19

mentors and Band 6 staff should be enrolled on such courses as it's helping improve team

leaders interpersonal and people management skills and also helping to reduce bullying

through power and control issues of some team leaders/managers.

Greater courtesy to patients.

Not sure that Moorfields Way has been the cause of the improvements I have noticed,

rather that Moorfields as an organisation has improved the whole experience of working in

our Eye Clinic which was previously managed by a local hospital.

Just more busy in general.

Treating our patients with respect and dignity. Being honest to patients when incidents

happen during a procedure.

The difference I have seen is improvement of patient experience, efficiency caring attitude,

knowledgeable and professional manners from health workers all round Moorfields sites,

improvement with communication among staff members and developing training for staff

members

I notice there is on-going awareness training to all staff. I believe we all have a part to

play. I know there are many excellent staffs that already do a great job and are committed

to Moorfields Way.

Increase in the number of patients and waiting times.

Patients are happy and waiting time is less.

More senior colleagues are maintaining visibility.

Short of staff last time.

Increased morale and motivation amongst staff.

More and better organised in the last period (clinical notes, referral letters, compliance with

mandatory courses). Maybe for CQC inspection??

I have worked in Moorfields Hospital for so many years, there is a lot of changes since eg.

so many satellites, new equipment, updating, attending clinical governance.

I have noticed the bins are well labelled and any complaint from the staff is looked into and

sorted as soon as possible,

Due to increased and more regular staff meetings communication between staff on my unit

has improved. This aids in team cohesion and thus improving patient experience.

Improving in all areas

Saw a list of changes for the Moorfields Way last week. I understand this will distributed

shortly to view.

More "working together"

Staff friendlier and smiling!!

20

Effectiveness.

More openness in the workplace

The doctors are very friendly and will go all out to help the patients.

More team appraisals happening... being pro-active about issues ie preventing problems

rather than waiting to solve problems which arise ... I feel more listened to ... particularly by

my managers.

I've only been here a month. I have nothing to compare with but from all I have been

taught about the Moorfields Way I fully support it!

Cleaner, brighter, different atmosphere for staff patients and also casualty. Clinics run

more smoothly, plus management are friendly and approachable

The nurses are really true believers in the Moorfields Way, by nature :-)

We tell them the truth straight away about delays to services and treatments

I have observed more staff members approach patients if they appear lost within the

organisation. Staff appear to be more polite towards each other.

More dissemination of information about what is going on in the clinics/Trust and

expectations of staff to be more open etc.

Staff more friendly and welcoming toward patients.

Frequent updates regarding changes within the hospital.

By always putting the patient first has shown me that patient enjoy visits and also enjoy

coming back.

With the level of training and doing more clinics

Staff are talking about the Moorfields Way and ways to improve their working environment.

There are staff who have been here for many years and have a lot of advice to offer

Admin restructure.

Patient care is much quicker and more organised.

Happier and smoother environment all round!

I have not been a part of the team long enough to have been exposed to any changes.

Senior leaders have become more visible and approachable. Staff can be more open

about raising concerns.

I am glad to see signs gone up in the hospital over the last couple of months- better

directions for patients.

I have not been working at Moorfields for long enough to know whether there have been

significant changes. Staff I have spoken to are, however, aware of the Moorfields way.

Staff are friendly, polite and go out of their way to provide excellent services and care for

21

patients.

Managers offering more development. Staff open to feedback.

Asking staff to wait for patients when calling them to be seen in outpatients.

Staff would like to attend more courses to increase knowledge and skills.

There are some positive changes starting to happen. Managers are taking bullying and

harassment seriously.

Negative comments

Too many changes happen too often and although this may be beneficial in principle it

effects harmony and increased work load.

Initially yes. Immediate manager less aggressive and disrespectful in behaviour but has

now regressed to same old ways. Theatre management changes have made staff more

empowered and happier but inaccurate lists are a problem.

I am aware that there is a 'Moorfields Way' however in my department I haven't ever heard

it being used in conversation, perhaps more managers could integrate it into our weekly

Friday meetings.

Haven't worked in the trust long enough.

I love what I do, sadly it is not a friendly place that it used be. Some people at the top do

not know how to treat loyal staff members.

I see no changes yet.

Whilst I have not seen the 'Moorfields Way' make any real difference for lower staff groups

on the shop floor, the increased promotion of the 'Moorfields Way' has been very visible.

They employ many band 7 staff but it seems waste money as band 7 staff disappear

somewhere and less jobs which they were doing before.

None.

This concept has been introduced to me during training but because I am new it is hard to

gauge change.

Not noticed any.

No difference at all. Things are done same way, some staff will ignore patients if no

manager is around to question them. Others will care with compassion and will go the

extra mile to help.

N/A

If there are changes I have not noticed it

N/A

Moorfields staffing level at the moment is not enough to cater the needs of the patient but

22

the staff and management are trying to maximised the resources .We are still delivering

high standard quality of care and that came from patient and family feedback.

No - just lip service

I haven't noticed any significant changes.

Not yet but hopefully soon.

Increasing number of patients.

item 9 9...item 9 action: for information for consideration for decision 2 hr & workforce report...

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