DEAN ROYLES

NHS EMPLOYERS

ECC Annual Conference and AGM 4 March 2014

Dean RoylesChief 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)

24,000 staff have a declared disability (2% of the workforce) – but 60% not disclosed or

undeclared

389,000 staff (30% of the workforce) are

aged 50 or over. Rises for some groups such as consultants (37%)

Around 15% of the NHS workforce are

from black and minority ethnic backgrounds

The financial challenge

£

1997 2011 2015

Gap = £20 bn

expenditure

projected expenditure based on current trends

income

projected real income based on CSR

cash

productivity

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

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

•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

@PFDChamps

Our campaigns

•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.

@NHSFlufighter

Our campaigns

•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

@NHSE_DoOD

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