The business of looking after staff

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The business of looking after staff

• Jan Clement (Spire Healthcare)
• Mona van Wyk (Care UK)
• Ruth Poole (Healthcare at Home)

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The business of looking after staff

• Jan Clement
• Head of Clinical Services
• CNO Summit
• November 2008

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• Leadership
• Development
• Engagement

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Leadership

• What does a great leader look like?

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Development

• Growing our own
• Comprehensive competency frameworks
• Huddersfield University
• Stepping Stones
• Approved centre for NVQ
• Recruitment Retention

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Engagement
How will an Engagement help us achieve our goals?
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Overall benefits of achieving high levels of
staff engagement

• Help achieve our goal to make Spire a great place
  to work
• Higher employee satisfaction links to higher
  customer satisfaction
• Retention of staff
• Easier to attract new staff

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Engagement

• No company, small or large can win over the long
  run without energised employees who believe in
  the mission and understand how to achieve it.
• Thats why you need to take the measure of
  employee engagement at least once a year through
  anonymous surveys in which people feel completely
  safe to speak their minds
• Jack Welch former CEO General Electric
• 2008 Business Week

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Focus on critical engagement drivers
Based on the findings of a 12 month research
programme with Henley Management College
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Autonomy control
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Impact of engagement on Net and Operating Income
Companies with highly engaged employees
collectively saw operating incomes rise by 19.2,
but companies with below average levels of
engagement collectively saw it fall by 32.7.
The group of companies with highly engaged
employees saw net income grow by 13.7 but it
fell by 3.8 among companies with low levels of
employee engagement.
Operating income
Net income
Towers Perrin International Survey Research 2008
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Conclusion

• Involved and valued staff
• Engagement development
• Modernised roles
• Skilled and regulated workforce
• Capability fit for purpose
• Employability

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And finally ..

• fun

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Healthy Workforce? - Businesses that look
after their Staff

• Mona van Wyk
• 5 November 2008
• PHG (Care UK)

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Healthy workforce?

• A healthier workforce is a happier and more
  productive workforce at work, at home, and in
  retirement. Its that simple.
• Bill Bunn, International Truck and Engine
  Corporation

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Background and history

• New joint venture company
• Controversial Programme- ISTCs
• Political pressures
• Additionality- foreign nurses and staff
• Secondments
• Ramp-up circumstances

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Challenges

• Overseas Staff
• Disputes
• Union involvement
• Health Select Committee
• Local NHS consultant criticism
• Bad press

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Management Response

• Staff survey
• Local and National Forums
• Being responsive
• Challenging staff to support the business
  strategy
• Employee Assistance Programme

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The Model
Patient
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Values

• We care about our patients, families and carers
• We value our colleagues
• We value accountability and empowerment
• We act with integrity and value success
• We are innovative delivering high quality
  services
• We are a can do company
• We are proud of PHG

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We care about our patients, families and
carers

• The patient is the centre
• Meet and exceed the expectations
• Systems/ processes for patient feedback
  Pro-active, real-time, quarterly surveys
• Care rounds
• Comment cards
• Involvement of staff
• Feedback from satisfied customers is in itself a
  reward for staff.

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We value our colleagues

• Training and development
• Decentralised, Participative management
• Consultative workgroups
• Multi- disciplinary teams
• Acknowledgement of expertise and experience
• Networking and involvement in other units
• Internal promotions
• Communication and feedback to staff
• Celebrate successes

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We value accountability and empowerment

• Performance management and appraisal
• Low levels of bureaucracy/ easy decision-making
  processes
• Ownership and Pride
• Visible and involved management- Line and Matrix
• Measurement, measurement, measurement

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We are innovative delivering high quality
services

• Challenging targets with measurable outcomes
• Governance
• Audit
• Culture of learning from experience
• Competitive

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The continuous improvement cycle
Patient
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We are a can do company

• Things are only impossible until you do them.
  
• Nelson Mandela.

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The future

• We have not arrived yet.
• The challenge how do we maintain staff
  involvement and passion while growing at a high
  pace?

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Organisations that look after their staff Ruth
Poole Managing Director, Clinical
Services Healthcare at Home
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What motivates professional staff?

• Environment
• Employer who appears to care
• Appropriate remuneration
• Cordial work based relationships
• Interesting work
• Equipment that works
• Sense of achievement
• Professional development
• Recognition and celebration of achievement

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Our Values
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Things we do at Healthcare at Home

• Articulate the core values at every opportunity
• Reflect core values in your own actions
• Work hard at the environment - virtual
• Celebrate good clinical practice publish where
  appropriate
• Development, education, training
• Notice whats happening - audit
• Apply the reasonable rule to everything
• Provide varied and interesting work
• Work hard on the culture ban moaning!