National Staff Experience
Evolutionary Journey
Liz Reilly
National Staff Experience
Project Manager
Background
•Funded by Scottish Government
•4 Pilot Boards; NHS Tayside, NHS Forth Valley, NHS
Dumfries & Galloway and NHS National Waiting Time
Centre
•5 Project Objectives
What needs to happen?
Real
conversations
about
Healthcare
NHS
Leadership
Real
conversations
about
Healthcare
Partnership
Working
Partnership
Working
People
managers
Staff
Engaged
Engaged
Engaged
Agreement
Agreement
Agreement
Understanding
Understanding
Understanding
Co-Production
Co-Production
Co-Production
Quality
improvements
Quality
improvements
How are we going to make it happen?
StaffContinuous
ExperienceImprovement
Framework Framework
Staff Experience
Health Care Quality Strategy
2010 - 3 Quality Ambitions
Person-Centred, Safe & Effective
MacLeod:
Leadership
MacLeod Enablers/ Healthy
Working Lives
Staff Governance Standard
Strands
MacLeod:
Integrity to the Values
& Purpose
Healthy Working Lives:
Well-being
SG3:
Involved in
Decisions
SG4:
Treated Fairly &
Consistently, with
Dignity and Respect, in
an Environment where
Diversity is Valued
SG5:
Provided with a Continuously
Improving and Safe Working
Environment, Promoting the
Health and Wellbeing of Staff,
Patients and the Wider
Community
C5
Health & Wellbeing Support
C6
Assessing Risk & Monitoring Work Stress & Workload
C5
Job Satisfaction
C6
Appropriate Behaviours & Supportive Relationships
Performance Management
C4 C4 C4 C6 C5
Consistent Application of Employment Policy & Procedures
Effective Team Working
Valued as an Individual
Empowered to Influence
C6
Partnership Working
C2
Listened to & Acted Upon
C2
Confidence & Trust in Management
C2
Recognition & Rewards
C2
Access to Time & Resources
C1
Performance Development & Review
Learning & Growth
C2
Clear, Appropriate & Timeously Communication
C1
Role Clarity
C1
Sense of Vision, Purpose & Values
KSF Core Dimensions
MacLeod:
Employee Voice
SG2:
Appropriately Trained
& Developed
SG1:
Well Informed
Visible & Consistent Leadership
SE Components
MacLeod:
Engaging Managers
C3
C3
Outcomes of Pilot 1 and Pilot 2 Testing
• Development of a “Bespoke Staff Survey” with
staff, staff side, and managers
• Focus Groups – staff feedback driving
amendments of the tools
• Interim Evaluation Report at each stage of
testing
Achieved
Key Outputs/ Outcomes of Pilot 3 Testing
• Pilot Test 3 took place Jan – Feb 2013
• “Bespoke Staff Experience Questionnaire” was
distributed to 2300 staff across 3 pilot Boards;
NHS Forth Valley, NHS Tayside and NHS National
Waiting Time Centre.
• 1280 responses, an excellent return of over 56%
those staff targeted, and more than double the
27% return of the 2010 staff survey.
• Externally validated by University of the West of
Scotland (UWS) as a robust, reliable and valid
measure of staff engagement.
Achieved
2. I get the information I need to do my job well
3. I am given the time and resources to support my learning and growth
.588
.651
.693
.720
.713
.601
Factor 1
About me
.612
.652
.643
.432
5. I am confident my ideas and suggestions are listened to
6. I am confident my ideas and suggestions are acted upon
7. I feel involved in decisions relating to my job
8. I am treated with dignity and respect as an individual
9. I am treated fairly and consistently
10. I get enough helpful feedback on how well I do my work
11. I feel appreciated for the work I do
12. My work gives me a sense of achievement
20. I understand how my role contributes to the goals of my organisation
.434
My
organisation
Factor 2
21. I feel my organisation cares about my health and wellbeing
.670
.784
.737
23. I have confidence and trust in senior managers responsible for the wider organisation
.786
.647
25. I am confident performance is managed well within my organisation
.707
.626
24. I feel involved in decisions relating to my organisation
26. I get the help and support I need from other teams and services within the organisation to do my job
27. I would recommend my organisation as a good place to work
28. I would be happy for a friend or relative to access services within my organisation
My
Factor 3
manager
.820
.853
My team
14. My direct line manager is sufficiently approachable
.828
15. I have confidence and trust in my direct line manager
.528
17. I am confident performance is managed well within my team
.595
Factor 4
13. I feel my direct line manager cares about my health and wellbeing
.803
1. I am clear what my duties and responsibilities are
18. My team works well together
.769
19. I would recommend my team as a good one to be part of
“Bespoke Staff Experience Questionnaire”
Rasch Analysis - All items
2
Hardest
item
Clear
misfitting
items
1
0
0
-1
-2
1
Easiest
item
2
3
“Bespoke Staff Experience Questionnaire”
Reverse items removed. Good overall fit
2
1
Measures
0
0
1
-1
-2
Infit Mean-square
2
Total Spread of NHSEEI responses
Mean 69%. Likert
category: Agree
45
40
Number of respondents
35
30
25
20
15
10
5
0
24%
39%
47%
55%
64%
NHSEEI %
72%
80%
89%
Item 29. Same calculation different
representation
10%
Celebrate
34%
Number of respondents
Maintain/Monitor
400
56%
Improve
300
200
100
0
0 1 2 3 4 5 6 7 8 9 10
Overall working within my organisation:
Factor structure
Quality Strategy
Staff governance
standards
McLeod
Enablers
Because of this
Staff coproduction
We know
this is
valid
NHSEEI
Factor 1
About me
And this
Factor 2
Factor 3
About my
organisation
About my line
manager
Factor 4
About my team
3
5
3
6
5
5
4
3
3
5
5
3
5
2
1
5
5
3
6
2
2
5
2
2
1
5
2
3
5
2
5
4
3
3
5
2
3
5
3
3
5
2
3
6
5
5
5
3
2
6
5
6
5
3
1
4
3
3
5
1
2
4
1
5
5
1
5
5
2
5
5
1
1
5
1
5
5
1
1
5
1
5
5
1
2
5
2
4
5
1
5
3
1
3
5
2
1
2
3
5
5
3
3
3
4
6
5
5
3
3
2
6
5
5
5
5
3
6
5
4
5
4
1
4
5
4
4
5
2
2
3
1
4
4
2
3
5
1
2
5
2
3
5
1
3
2
3
4
5
1
3
4
4
5
5
1
4
4
1
5
5
2
5
4
2
5
5
5
5
6
5
6
5
5
3
6
5
5
5
4
5
3
5
6
4
6
4
4
4
4
4
5
5
5
4
5
2
4
3
4
4
5
5
6
5
6
4
6
4
5
2
3
2
5
2
4
2
4
4
5
2
6
5
6
NHS Scotland Staff Experience Definition
“A workplace approach designed to ensure employees are
committed to their organisation’s goals and values,
motivated to organisation success, and are able at the same
time to enhance their own sense of well-being”
(Engaging for Success 2009 authors; Nita Clarke and David MacLeod)
Staff Experience Bespoke Questions
My direct line manager is sufficiently approachable
I feel senior managers responsible for the wider organisation are sufficiently visible
I understand how my role contributes to the goals of my organisation
I am clear what my duties and responsibilities are
I get the information I need to do my job well
I am given the time and resources to support my learning and growth
I get enough helpful feedback on how well I do my work
I have sufficient support to do my job well
I feel appreciated for the work I do
I have confidence and trust in my direct line manager
I have confidence and trust in senior managers responsible for the wider organisation
I am confident my ideas and suggestions are listened to
I am confident my ideas and suggestions are acted upon
I feel involved in decisions relating to my organisation
I feel involved in decisions relating to my job
I feel involved in decisions relating to my team
I am treated with dignity and respect as an individual
My team works well together
I am treated fairly and consistently
I get the help and support I need from other teams and services within the
organisation to do my job
I am confident performance is managed well within my team
I would recommend my organisation as a good place to work
My work gives me a sense of achievement
I feel my direct line manager cares about my health and well being
I feel my organisation cares about my health and well being
I would recommend my team as a good place to work
I would be happy for a friend or relative to access services within my organisation
Staff Experience Employee Engagement Components
Visible and Consistent Leadership
Visible and Consistent Leadership
Sense of Vision, Purpose and Values
Role Clarity
Clear, Appropriate and Timeously Communication
Learning and Growth
Performance Development and Review
Access to Time and Resources
Recognition and Reward
Confidence and Trust in my management
Confidence and Trust in my management
Listened to and Acted Upon
Listened to and Acted Upon
Partnership Working
Empowered to influence
Empowered to influence
Valued as an Individual
Effective Team Working
Consistent Application of Employment Policies and Procedures
Performance Management
Performance Management
Appropriate Behaviours and Supportive Relationships
Job Satisfaction
Assessing Risk and Monitoring Work Stress and Workload
Health and Wellbeing Support
Additional Question
Additional Question
‘iMatter’ Question Set, Crown Copyright 2013. Contains public sector information licensed under the Open Government License v1.0.
Focus
Group
Feedback
Outwith
Team
Staff Experience
Management/
Staff/ Manager
Staff
Learning
Experience
Sets
Awareness Sessions
‘iMatter’
Questionnaire
Completed
Interventions
Monitored &
Reviewed
Action Planning/
Interventions, Internal
& External, Agreed &
Signed Off by Team
Team
Report
Received
Team Agree on
Areas of
Improvement,
Reflected in PDPs
& PDRs
Meeting with Team,
Report Feedback
Given
Staff Experience Continuous Improvement Cycle, Crown Copyright 2013. Contains public sector information licensed under the Open
Government License v1.0.
NHS Scotland - Staff Experience Project Pilot 2013
Team Report
Sample
R e s p o ns e s
7
R e c ip ie nts
15
R e s p o ns e R a te
47%
S ta ff we re a s k e d the fo llo wing q ue s tio ns :
6
5
4
3
2
1
Strongly Agree
Agree
Slightly Agree
Slightly Disagree
Disagree
Strongly Disagree
Ca lc ula ting the A v e ra g e S c o re
Strive and Celebrate
Monitor to Further Improve
47%
Response Rate
Improve to Monitor
63%
Focus to Improve
E xp e rie nc e a s a n Ind iv id ua l:
A v e ra g
e S c o re
Employee Engagement Index
67% - 100% The Employee Engagement Index (EEI) is generated from the responses to 28 questions
51% - 66%
within 'iMatter' and provides an overall percentage of your teams level of Staff
Experience
34% - 50%
0% - 33%
Av e ra g
e Sc o re
Sta ff Go v e rna nc e Sta nd a rd - Stra nd Sc o re s
Well Informed
Appropriately Trained and Developed
The number of responses for each point on the
scale (strongly agree-strongly disagree) is
multiplied by its number value (6-1) (see above).
These scores are then added together and divided
by the overall number of responses for the question
60%
60%
60%
I am clear what my duties and responsibilities are
62%
I get the information I need to do my job well
60%
I am given the time and resources to support my
learning and growth
60%
I have sufficient support to do my job well
62%
I am confident my ideas and suggestions are
listened to
52%
I am confident my ideas and suggestions are acted
upon
43%
I feel involved in decisions relating to my job
45%
I am treated with dignity and respect as an
individual
57%
I am treated fairly and consistently
50%
I get enough helpful feedback on how well I do my
work
60%
I feel appreciated for the work I do
64%
My work gives me a sense of achievement
48%
Strive and
Celebrate
Monitor to
Further
Im prove
Involved in Decisions
51%
Im prove to
Monitor
Focus to
Im prove
Treated Fairly and Consistently, with Dignity and
Respect, in an Environment where Diversity is
Valued
Provided with a Continuously Improving and Safe
Working Environment, Promoting the Health and
Wellbeing of Staff, Patients and the Wider
Community
60%
56%
‘iMatter’ Results Reports, Crown Copyright 2013. Contains public sector information licensed under the Open Government License v1.0.
‘iMatter’ Staff Experience Thermometer
average score
‘iMatter’ Staff Experience Thermometer, Crown Copyright 2013. Contains public sector information licensed under the Open Government
License v1.0.
Staff Experience Storyboard, Crown Copyright 2013. Contains public sector information licensed under the Open Government License v1.0.
2014
SE Story
2015
SE Story
2016
SE Story
2017
SE Story
2018
SE Story
2020
SE Story
2019
Supporting
Delivery of
the 2020Patient
Workforce
Vision
Positive
Staffthe
Experience
Enhances
Experience
‘iMatter’
(Quantitative)
Employee Voice
Focus Groups
(Qualitative)
Reassurance
SAAT Review
(Quantitative/
Qualitative)
Supporting the Delivery of the 2020 Workforce Vision
Staff Experience Data Triangle, Crown Copyright 2013. Contains public sector information licensed under the Open Government License v1.0.
Actual and Potential Benefits
Actual Benefits
• Improving Staff Experience ultimately leading to enhanced Patient
Experience
• Staff Experience Continuous Improvement Model is systemic with results
available down to team level. Promotes team ownership which creates a
motivational stimulus to improve results
• Forges psychological contract between employer and employee, enhancing
Corporate, Directorate ,team, and individual Resilience
• Positive and Supportive Performance Management for all managers
• Creates a sense of empowerment for all staff and therefore contribute to a
sense of wellbeing and resilience, which would have tangible outcomes for
example, improving organisational performance, reducing the number of
days lost to absence, increases motivation and decreases presenteeism
• Staff Governance Principles become central to daily working lives
• Enables accurate strategic planning to develop the organisation
• Produces accurate and reliable Employee Engagement Index
Potential Benefits
• Commercial Commodity with income generating potential
Thank you!