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www.nuh.nhs.uk/healthandwellbeing

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Staff Health & Wellbeing at NUH

Steph KnowlesHealth & Wellbeing Lead



About NUH• Acute Trust• Well renowned teaching hospital• Largest employer in the region• 80 wards and around 1700 beds• Services to 2.5 million residents of Nottingham• Specialist services to 3-4 million residents across the region• Specialist emergency care including the region’s Major Trauma Centre

& Children’s Hospital• Vision: “working together to be the best for patients”• Top 20 employers• 71% of staff recommend us as a place to work• Low sickness absence rate



Our health & wellbeing programme

• Started in 2005 – Q active project• Physical activity focus• Initial achievements• 2010 NUH Health & Wellbeing Strategy• Health & Wellbeing coordinator post• Wide ranging health and wellbeing activities• Further development in 2016



What we offer: physical activity

• Onsite fitness classes• Access to a gym• Staff discounts at community fitness

providers• Netball team• Pedometer and walking challenges• Multi activity challenges• Running courses



What we offer: active travel

• Cycling @ NUH project• Cycle to Work• Monthly Dr Bike• Maintenance classes• Robust partnership with Sustrans and

Nottingham City Council• Monthly newsletter• Changing rooms and showering facilities• Cycle parking areas• Travel passes



What we offer: support to staff

• Staff physio• Nottingham Back & Pain team• Wellbeing therapies• Mentally Healthy Workforce training• Employee Assistance Programme• Smoking cessation support via our Trust

Pharmacy



What we offer: health promotion

• Know your Numbers health checks• Annual Health & Wellbeing Week• Healthy eating campaigns• New Year, New You challenges• Multi activity challenges• Bi-monthly newsletters• Mental Wellbeing Awareness• Mentally Healthy Workforce training for managers



What we offer: healthy eating

• Partnership work with Elior• 25% healthier eating options• Healthy eating weeks• Healthy recipe competition• Partnership with Dietetics• Staff weight management pilot



Our challenges

• Communication• Work pressures• National health behaviour challenges• Meeting needs of a large staff group• Getting staff released to attend• Ensuring a coordinated approach



Outcomes• Approx 110 referrals per month to staff physio• Over 3000 health checks since 2012• 5 annual Health & Wellbeing Weeks• Health Needs Assessments – over 500 staff each year since• Over 3000 attendances per year at our fitness classes and gyms• Over 700 bikes acquired through Cycle to Work since its relaunch• 5% annual increase in cycling on sites• 240 bikes serviced for free per year through Dr Bike• Cycling infrastructure improvements• 464 travel passes issued since July 2015• 13 pedometer challenges since 2010. Average of 35 teams per challenge (140

members of staff)• Successful weight loss and increased attendance from weight management pilot• Health checks & HNA show health behaviour improvements



Some of our proudest moments



What our staff say‘the courses are an amazing way to learn to run in a safe and well supported environment. I never once felt inadequate nor that Ishouldn’t be there, instead I felt part of the 'team' who even 5 months on still give motivation and support to each other.’

“Excellent idea. This should happen in EVERY workplace”Good to promote health and fitness amongst staff”“Great classes…The convenience is second to none and the classes deliver an awful lot in a reasonable amount of time”“I have never felt so much better since starting the classes over a year ago”I think it’s brilliant! Makes it much less scary when first attending that you will definitely have something in common with others!

I enjoyed taking part in the challenge; it made making changes towards living a healthier lifestyle much more manageable, and sofar even though the actual challenge is over, I'm still sticking to all my pledges! Also being a shift worker, walking to and from work in the dark as well as in the cold and wet was not always the most pleasant experience! But since the challenge finished I now walk or cycle to and from work for every shift, and I quite enjoy it now - it gives me time to properly wake up and be readyfor the day, and it helps me to relax and unwind on the way home.

I would like to see more courses by the same people. It was excellent.

This was a brilliant course and great to see the Trust taking an active role in promoting weight loss in their staff.

The cycling support at NUH has been excellent. Great help with safety, security, lighting, route planning, education and maintenance. Encourages health lifestyles and reduces traffic and parking pressure on the hospital site.



Why it works

• Board level support• Well known brand• Dedicated post• Investment• Strong and effective partnership working• Clear Health & Wellbeing Strategy and identified work plan• Effective communications and marketing strategy• Asking staff what they want• Flexibility • Wide range of activities• Being creative and innovative• Evaluating initiatives• Persistence…



What else we do to engage staff

• Wellbeing & Attendance policy• Robust appraisal system• Just do it• Better for you• Values and Behaviours• Events in the tents• A visible Chief Exec and Trust Board• NUHonours




http://www.nuh.nhs.uk/healthandwellbeing



Find out more…

www.nuh.nhs.uk/healthandwellbeingwww.facebook.com/[email protected]

Email: [email protected]: 0115 9249924 ext 64771

Twitter coming soon…

http://www.nuh.nhs.uk/healthandwellbeing

http://www.facebook.com/healthandwellbeingNUH

mailto:[email protected]

mailto:[email protected]

People Centred Positive Compassion Excellence

Staff Engagement & Health & Wellbeing @ Blackpool

Teaching Hospital

Thursday 26th November 2015

ExcellenceCompassionPositivePeople Centred

Healthy Workplace

The world health organisation defines a healthy workplace as:

One in which workers and managers collaborate to use a continual improvement process to protect and promote the health, safety and wellbeing of all workers and the sustainability of the workplace based on:• Health & safety concerns in the physical work environment• Health safety and wellbeing concerns in the psychosocial

work environment including organisational work and culture

• Personal health resources in the workplace• Ways of participating in the community to improve the

health of workers, their families and community


The health and wellbeing of our workforce is fundamental to the achievement of the Trust’s current goals and future ambitions.

Having healthy, stress-free and well-motivated employees could result in better staff retention rates, lower levels of sickness and higher levels of performance.

Maintaining a Healthy and Engaged

Workforce

By Rachael

Bailey

Ward

Manager,

Stroke Unit

ARE YOU HAVING A GOOD DAY ?

EMOTIONAL WELL-BEING WITHIN THE NHS

HOW ARE YOU FEELING TODAY ?

Our motivation and energy feels

easy to find, we are motivated

and interested in what we are

doing and have confidence we

can cope with whatever gets

thrown at us.

We feel overwhelmed and out

of control, we will find it hard

to think through problems,

often making rushed decisions

and losing our patience.

We feel disengaged and it’s hard to find the energy to fulfil our responsibilities

The Mental Health Foundation define emotional well-being as “A positive

sense of wellbeing which enables an individual to be able to function in society and meet the demands of

everyday life; people in good mental health have the ability to recover effectively from illness, change or

misfortune.”http ://www.mentalhealth .org .uk/

WHAT IS EMOTIONAL WELL-BEING ?

WHAT DOES

THIS MEAN IN THE

CONTEXT OF THE NHS

?

WHAT IS THE PROJECT ?

Picked a ball before safety huddle for day staff and night staff

Discussed results at safety huddle and marked on barometer

Discussed as a team how we would ensure yellow stayed

yellow and if blue or red how we would flip to yellow

Moved the Pressure arm to reflect the shift mood

Asked staff to place a ball in bowl again at end of shift to see

if we had stayed yellow or turned from red or blue into yellow

Also asked staff to write just 1 word down to describe their

day

Discussed these words / feelings at safety huddle the

following day

Recorded the results over a month period

HOW IT WORKED ON THE STROKE UNIT

THE WELL-BEING GAUGE

THE RESULTS

0

2

4

6

8

10

12

14

16

Y R B Y R B Y R B Y R B Y R B Y R B Y R B Y R B Y R B Y R B Y R B Y R B Y R B Y R B

16.2.15 17.2.15 18.2.15 19.2.15 20.2.15 21.2.15 22.2.15 23.2.15 24.2.15 25.2.15 26.2.15 27.2.15 28.2.15 29.2.15

WHAT DID STAFF THINK ABOUT THIS

APPROACH ?

Felt more

supported from

senior nurses

More teamwork

from everybody

Proud to work

on the Stroke

Unit

You knew the

general feeling of

staff on the ward,

which was good

It was quick, simple

and anonymous, and

made us feel valued

HOW IS OUR EMOTIONAL WELL -BEING ON THE STROKE UNIT

NOW COMPARED TO BEFORE THE STUDY ?

Positive

attitude when

entering the

ward

People entering the

unit patients,

relatives, visitors

notice how warm and

friendly the ward is

Staff more

aware of how

each other are

feeling

Staff support each

other if others

having bad day

Staff help

each other

out

Staff work

as whole

team

CAN YOU IMPROVE THE EMOTIONAL

WELL-BEING IN YOUR AREA ?

ANY QUESTIONS

Thank You


• Emotional Wellbeing Toolkit

http://www.nhsemployers.org/howareyoufeelingnhs


Healthy Motivated Workforce provide high

quality compassionate care

Patients are at the Heart of all we do!


What is employee engagement?

Employee engagement is the extent to which

employees feel passionate about their jobs,

are committed to the organization,

and put discretionary effort into their work.


Current Employee Engagement

initiatives

• Great Place to Work Group (#GP2W)

• Great Place to Work Staff Engagement survey

• Pioneer Teams

https://www.youtube.com/watch?v=a9iu6f8-OxQ

https://www.youtube.com/watch?v=a9iu6f8-OxQ


Thank you – any questions?

‘The Northumbria Way’ John Eggleston & Ceri ClarkPrincipal HR Managers

Managing a Multi Site Culture

• The evolution of HR in NHCFT• Business Unit Structure• Management Training and Development• Staff Survey• Values (Patients First) Nsech Domestics• Communication• Strategy, Challenge, Learning, Thinking• Consistency

HR Strategy…underpinned by Michael West’s research • Responsibility of all leaders to create cultures focused on providing high

quality care for patients• Well led domains (CQC) result of focussing on the extent that cultures relate

to high quality care and were based on 2003 findings of staff survey• The best organisations have a 1 page document of their compelling narrative

and the connection to everyday behaviours that focus on high quality compassionate care for patients

• Setting clear challenging SMART objectives that are agreed• Creating cultures where organisations approach their dark spots in a

supportive way rather than with blame.• Engagement is strongly linked to:

• Patient experience• Patient mortality • Lower turnover of staff• Much lower levels of absenteeism• Staff more likely to rate their own health and wellbeing more highly

(Source: Employee Engagement and NHS Performance, West & Dawson 2012)

Recruitment and Selection – The Northumbria Approach

• Our Objective is to recruit the best staff who fit our values

• Multi stranded approach using values based recruitment, Psychometric testing, assessment centres, interviews

• Recruitment of Consultants and Senior staff using assessment centre to identify behavioural traits – i.e. how people work under pressure, how they perform in a team etc and then design some to the interview questions to test

• Values based recruitment for all other staff – use of assessment centres and psychometrics dependent on the job role and requirements

• Use of probation period for all new staff excluding medics – main aim is to fully engage with new staff and bring them up to speed asap

Staff Appraisal

• The Staff Survey results in 2012 showed that only 37% of our staff felt they had a well structured appraisal.

• The Trust was using the EKSF system!?

• NHS Staff Survey research shows that those staff who had received a well structured appraisal had far higher engagement.

• Via focus groups our staff told us that:– 47% stated they did not feel motivated when they had completed their appraisal– 75% felt their appraisal did not help them to improve how they do their job– 68% stated that their appraisal did not make them feel valued by the Trust– The electronic system had diverted participants away from a direct conversation– It needed to be simple

• Changed the system – paper based with e version based on 6 Core competencies and Trust values to drive a conversation about role and contribution to the organisation

Staff Survey

• Participation

• Analyse - By business unit, site, staff group, Francis report outcome and CQC measures

• Action plan by key themes and give business units information about how they fair against these actions

• Ensure you feed back results and show staff

‘you said we did…..’

• Strategy based on NICE guidelines

• Board level champion / senior clinical champion

• Prevention

• Health advocates

• Policy development in partnership – focus on personal

responsibility and pathways

• Manager training

• North East Better Health at Work Award

• Exemplar employer

• Mental Health and stress management

Staff Health and Wellbeing

Conflict Resolution

• We have thought long and hard about conflict – and continue to do so!

• Mediation scheme in place since 2006• 16 mediators- range of job roles• Range of interventions to address conflict resolution

– Individual mediations/facilitations– Team facilitation– Conflict coaching– Training managers in conflict resolution skills/managing difficult

conversations• Staff survey results : 2nd best trust in the UK for staff experience of

bullying and harassment• Recent evaluation published on ACAS concluded:“NHCT is unique in the UK in terms of adopting a strategic and systematic approach to conflict management”

The Northumbria Way map here

ConclusionStaff Engagement is a must in everything you do, strongly linked to:

• Patient experience• Patient mortality • Lower turnover of staff• Much lower levels of absenteeism• Staff more likely to rate their own health and wellbeing more highly

(Source: Employee Engagement and NHS Performanc, West & Dawson 2012)

• We are not perfect!!• Communication is key• It’s a multi stranded approach (British Cycling Team)• One size doesn’t fit all – golden thread is staff engagement and wellbeing • Be prepared to challenge and change

Thank you. Any questions?

Contact detailsJohn Eggleston Principal HR Managere-mail: [email protected]: 07768 98 75 65

Ceri ClarkPrincipal HR Manager e-mail: [email protected]: 07768 39 38 37

Staff Engagement & Retention at

Oxleas NHS Foundation Trust

Simon Hart, Director of HR & OD

Who are we?

• Provider of Mental Health Services in Bexley, Bromley and Greenwich

• Since 2010/2011 provide community health services in Bexley and Greenwich

• Provide a range of mental and physical health services across prisons in Kent and south east London (10% of the prison population)

• c.3700 staff

• £245m turnover

63

Organisational Values & Culture

• Values determined by staff and patients

• Values based recruitment

• Values based corporate induction

• Values are actively modelled by the CEO and senior team

• Staff side, staff networks and governors challenge organisation to uphold values

• Values drive decision making in terms of service development

• Small organisation culture in a large organisation – individuals matter and individual issues are responded to at a senior level.

64

Senior Leadership

• Highly visible CEO

• The 1st person new staff meet at induction

• Regularly meets with staff on the shop floor

• Always attends Staff Partnership Forum

• Staff complaints are as important as patient complaints

• Open and accessible to staff and strong focus on patient care, therefore trusted and respected

• All directors are expected to do likewise

• Regular visits by trust board members to every team in the trust at least annually – to listen and respond not to inspect

• Leadership style and culture of senior management strongly influences how middle and junior management respond

65

Transparency

• An aspiration to be able to justify any decision of the organisation to any member of staff

• Open discussion of finances, commissioning plans, change programmes, bids and tenders with staff side and more widely where possible

• Consultations on proposed changes that are genuine consultations and result in changes and amendments as a result of staff input.

• All Employment Relations outcomes reviewed in detail by HR, Head of Equality and Chair of BME network. Outcomes shared with staff side, staff networks and trust board

• Recruitment panels scrutinised by members of staff networks

• HR function trusted by managers and staff side to apply processes rigorously and fairly

• Challenge is sought and welcomed – and is less scary as a result!66

Partnership Working

• Head of Partnership Working

• Reports directly to the CEO

• Access to any director/manager and meets regularly with all directors

• Involved in all organisational change/organisational development

• Conducts focus groups with staff (50-60 per annum)

• Reports findings to executive and board

• Also Chair of Staff Side and UNISON steward

• Trusted by management and staff

• An advocate for all staff and a deliverer of uncomfortable truths

• Findings cross reference with Staff FFT and National Staff Survey

67

Partnership Working

• Strong staff networks

• BME, LGBT, Lived Experience Network, Disability action group

• Involved in policy development

• Part of procurement for Occ Health and EAP schemes

• Review of ER outcomes

• Supporting service development for minority groups

• Set out in Partnership Agreement

• Defines behaviours and expectations

• Time off for network chairs

• Sharing of information

• Joint formal roles

• Commitment by the Board68

Partnership Working

• Close working between HR and staff side

• Joint policy writing

• Joint training

• Joint case reviews

• An expectation on all HR staff of regular conversations and engagement with staff side

• Good HR and staff side relations aid give confidence to managers to engage more fully too

69

Impact

• Staff survey results among best for any NHS Mental health & ALD trust

• Best NHS organisation for staff engagement in last 5 years according to Kings Fund

• Very low intention to leave

• Lower turnover than competitors

• Very high belief in equality of opportunity

• Communication with senior managers rated highly

• Support from line managers rated highly

• Friends and Family test show high % recommend the trust as a place to work

• High access to training and development

• Staff felt recognised for their work – support from line managers, trust recognition awards, quarterly directorate awards, £100 vouchers to all staff

70

Still more challenges

• Sustaining an open culture is hard work

• Sustaining an open culture when times are hard is even harder work but doubly important!

• Partnership working means accepting a lot of challenge – senior leaders need to have the ability to listen without feeling threatened and the confidence to adapt and change without feeling it’s a weakness

• Getting new managers and executives to understand the Oxleas way

• Future service challenges will require even more engagement to maintain Oxleas culture

• New services joining require a cultural as well as financial due diligence!

• Experimenting with ideas of staff ownership and taking on elements of mutualism

71

Thank you

You & Your Carewww.bdct.nhs.uk

Staff Engagement and

Leadership Development

Fay Davies: Head of Workforce Development

Hazel Murgatroyd: Leadership and Organisation Development



Introduction

• Mental health and physical health services

organisation

• Services includes mental health inpatients, mental

health community services, district nursing, health

visiting, speech and language, podiatry e.t.c.

• Employ over 2,800 staff

• Provide a service across Bradford, Airedale,

Wharfedale and Craven areas

• Achieved Foundation Trust status May 2015


Success within a

Challenging Environment


Developing a Staff

Culture that’s Real


Moving from leadership to leaderful

• Inclusive and diverse - more than 1 leader at any one time, not limited to job responsibilities or positional power

• taking and encouraging personal responsibility to take action and lead

• collaborative and working with and for each other

• engaged and wholehearted, compassionate -unadulterated commitment to preserving the dignity of others


Engaging Leaders programme

Programme foundations

• Organisation/culture development programme

• Leading to Quality research (Real World Group) - impact of leadership and team

working on staff morale, well-being and team performance.

• Engage for Success - releasing more of the capability and potential of people at

work, valuing difference, inclusion and partnership

• Widening access to partners across health and social care

Outcomes and benefits

• Skills to engage, lead and manage confidently in a complex environment

• Continued positive shift in conditions which influence a positive culture

• Improved relationships across individuals, teams, services, organisations

• Advocacy for behaviours which promote wellbeing and resilience in self and others


Moving Forward programme

• 5 month development programme

– personal development portfolio

– self awareness, skills development and practice, cultural

competence, experiential

– Project and learning journal

– Line manager and learning tutor

– Celebration and maintaining momentum – networking,

mentoring, sponsorship

• Staff survey results and workforce statistics

• Innov8 career progression study

• BME Diversity in Employment Strategy and clear objectives

• Development programme for bands 5 and 6


Moving Forward programme

Innov8

Charter Award

2015

‘Dear past… thank you for all the

lessons!

Dear future… I’m now ready and on

my way’!

Mohammed Inam, Administration

Hub Team Leader


Staff Engagement

Celebrations• Long Service Awards – recognise 25 and 40

years service

• You’re A Star Awards focused around the Trust’s values of Respect, Openness, Excellence, Together, Improvement

• Annual lunch for staff nominated throughout the year for external awards

• Nurse Celebration Day


Staff Engagement Activities

• Culture Conversations

• Professional Change Day

• Directors Walkabout

• Coaching

• Health and Wellbeing

• Staff Benefits


Organisational design - Staff involvement

in reshaping services

Our approach

• Enquiry based inclusive approach – Frontline professionals

– Team leaders and managers

– Deputy Directors and Heads of Service

Key focus

• One size fits one

• Wider context

• Balanced design – Demand patterns and variation across services

– Corporate support services

– Leadership

– Governance

• Organisational issues and responses


Formula for success?

“I know of no single formula for success.

But over the years I have observed that

some attributes of leadership are universal

and are often about finding ways of

encouraging people to combine their efforts,

their talents, their insights, their enthusiasm

and their inspiration to work together.”

HM Queen Elizabeth II – Address to UN Assembly 2010

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