CIPD West of England Branch Conference:

Engaging Employees in Hard Times

Dean RoylesDirector, NHS Employers

@NHSE_Dean

@nhsemployers

How big is the NHS?

• 1.3 million staff

• £110 billion annual spend

• Hundreds of statutory organisations

• Pay bill of £43 billion

NHS Employers

Mission:

To be the voice of employers in the NHS, supporting them to put patients first

Vision:

• To be the authoritative voice of workforce leaders;

• Experts in HR;• Negotiating fairly to get the best deal for

patients

NHS Employers - Four priority areas

We work with employers to reflect their views and act on their behalf in four priority areas:

•pay and negotiations

•recruitment and planning the workforce

•healthy and productive workplaces

•employment policy and practice.

Changing purpose

HR profession has changed –

“shift from a primary focus on supporting line managers to manage their people well, to a primary focus on ensuring your organisation has the sustainable capability it needs to deliver its aims both today and in the future”

The Challenge

£

1997 2011 2015

Gap = £20 bn

expenditure

projected expenditure based on current trends

income

projected real income based on CSR

cash

productivity

Staff engagement context

Background:• The Francis Report and the NHS Staff Survey

Context:• Using survey scores as an indicator of local performance• Developing a score that covers multiple behavioural factors• The Staff engagement score?

The Evidence:• Comparing the staff engagement score with other

performance data in the NHS• What can it mean?

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

Four enablers

No magic bullet but....

• Visible, empowering leadership providing a strong strategic narrative about the organisation, where it’s come from and where it’s going.

• Engaging managers who focus their people and give them scope, treat their people as individuals and coach and stretch their people.

• There is employee voice throughout the organisations, for reinforcing and challenging views, between functions and externally, employees are seen as central to the solution.

• There is organisational integrity – the values on the wall are reflected in day to day behaviours. There is no ‘say – do’ gap......

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

www.nhsemployers.org

Twitter NHSE_Dean