DEAN ROYLES
NHS EMPLOYERS
ECC Annual Conference and AGM
4 March 2014
Dean Royles
Chief Executive, NHS Employers
@NHSE_Dean
@NHSEmployers
The NHS
Three important contextual issues:
• The financial challenge
• The report into Mid-Staffordshire Hospital NHS Foundation Trust
• Demographics and social media
To deal with these externally we need good understanding internally.
What does the 1.3m
NHS workforce look like?
77% of the NHS
workforce are
female (closer to
80% for nursing
staff)
389,000 staff (30% of the
workforce) are aged 50 or
over. Rises for some
groups such as
consultants (37%)
24,000 staff have a
declared disability (2% of
the workforce) – but 60%
not disclosed or
undeclared
Around 15% of the
NHS workforce are
from black and
minority ethnic
backgrounds
The financial challenge
income
expenditure
£
projected real income based on CSR
projected expenditure based on current trends
productivity
Gap = £20 bn
cash
1997
2011
2015
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’
General Health (Lower scores better)
Engagement & health and
wellbeing
General Health by Engagement
3.9
3.7
3.5
3.3
Low
3.1
Medium
2.9
High
2.7
2.5
Overall
Intrinsic
Involvement
engagement
Advocacy
Engagement & the Annual Health
Check results
AHC Results by Engagement
1 = Weak, 2 = Fair, 3 = Good, 4 =
Excellent
4
3
Quality of services
2
Use of resources
1
Low
Medium
Engagement
High
Staff engagement &
patient satisfaction
Patient Satisfaction by Engagement
81
80
79
78
77
76
75
74
Low
Medium
High
Standardised mortality rates
105
103.24
100
low
95
medium
97.77
high
95.55
Staff engagement and
rates of absenteeism
Absenteeism by Engagement
4.7%
4.6%
4.5%
4.4%
4.3%
4.2%
4.1%
4.0%
3.9%
3.8%
3.7%
Low
Medium
High
5 myths
•
•
•
•
•
Staff don’t have access to IT
Our IT department blocks access because of security
No Return on Investment Data
Too risky – inappropriate pictures
I haven’t got time – I’m too busy doing my job
Our campaigns
@PFDChamps
• Personal, Fair and Diverse NHS
• NHS wide voice on equality and
diversity issues
• Trusts, stakeholders and staff
engage online
• One voice joined through #PFD –
raising awareness and sharing
best practice
• Live NHS events: #eqw2013
Our campaigns
@NHSFlufighter
• Raising awareness of staff flu
vaccination in the NHS
• Conversation connected through
#flufighter
• Staff, trusts and stakeholders
embed #flufighter in local comms –
one voice is amplified!
• @NHSFlufighter has become an
NHS wide internal comms channel
for flu info, facts, uptake figures
and more.
Our campaigns
@NHSE_DoOD
• Do OD - first national OD resource
for the NHS
• Supports organisational and
system wide change
• Monthly podcast - OD topics with
expert guests
• Do OD TEAM toolkit – free
resource to help team development
& team working to support the
delivery of compassionate patient
care #TEAM
Social media
• Thousands of platforms - focus efforts (keeping up, staying ahead)
• Instagram - world’s fastest growing social media platform
•
LinkedIn - 3rd fastest
• Online communities – professionals, stakeholders, patients, etc
• Listen to what is being said to improve services
• Build trust
• Influence at local, regional and national levels
NHS Employers
Organisation response
• Leadership
• Guide on benefits
• Guide on staff engagement
• #Francis, #flufighter, #NHSEngage
• Blogs, vlogs, You Tube.... and more
• www.nhsemployers.org - it’s free!
• Twitter - @nhsemployers
An opportunity to reconnect with
core purpose?
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
@NHSE_Dean
@nhsemployers
www.nhsemployers.org
DEAN ROYLES
NHS EMPLOYERS