Report to: Board of Directors (Public) Paper number: 2.2 Report for: Discussion and Decision Date: 23 May 2017 Report author: Katie Bowden, Head of HR Report of: Sally Quinn, Acting Director of HR & OD FoI status: Report can be made public Strategic priority supported: Helping People to live well Cultural pillars supported: We value each other / We are empowered/we are connected Title: Staff Survey 2016 Executive Summary The response rate to the 2016 Staff Survey was an encouraging 55% against the average response rate for Mental Health Trusts of 49.5%. C&I reported an engagement score of 3.79 which was an increase from 3.70 in 2015. The average mental health trust reported an engagement score of 3.77. The results from the 2016 Staff Survey tell us that our staff feel that there is good communication with managers, there is positive team working and that our engagement level has improved. The Trust is reporting concerning results for staff experiencing bullying and harassment, a lack of equal opportunities for career development and access to appraisals and training. C&I have improved significantly in 17 areas since 2015. Our focus on flexible working, team development, management development and health and wellbeing is being reflected in the staff survey results which create a strong foundation for the programme of work in Our Staff First for 2017 and beyond. The Our Staff Fist initiatives will also help address the concerning results for bullying and harassment and discrimination at work. Specific targeted BME support for career progression and unfairness of applied staff management policies and the Social Partnership Forum pledge will support the divisions in developing action plans based on the results of the divisional heat maps which have now been shared. The full action plan details key interventions to address areas of concern highlighted in the 2016 results. Recommendation to the Board The Board of Directors is requested to: DISCUSS this paper and AGREE the proposed action plan for 2017.
Transcript
Report to:
Board of Directors (Public)
Paper number: 2.2
Report for: Discussion and Decision
Date: 23 May 2017
Report author: Katie Bowden, Head of HR
Report of: Sally Quinn, Acting Director of HR & OD
FoI status: Report can be made public
Strategic priority supported:
Helping People to live well
Cultural pillars supported:
We value each other / We are empowered/we are connected
Title: Staff Survey 2016
Executive Summary
The response rate to the 2016 Staff Survey was an encouraging 55% against the average response rate for Mental Health Trusts of 49.5%. C&I reported an engagement score of 3.79 which was an increase from 3.70 in 2015. The average mental health trust reported an engagement score of 3.77. The results from the 2016 Staff Survey tell us that our staff feel that there is good communication with managers, there is positive team working and that our engagement level has improved. The Trust is reporting concerning results for staff experiencing bullying and harassment, a lack of equal opportunities for career development and access to appraisals and training. C&I have improved significantly in 17 areas since 2015. Our focus on flexible working, team development, management development and health and wellbeing is being reflected in the staff survey results which create a strong foundation for the programme of work in Our Staff First for 2017 and beyond. The Our Staff Fist initiatives will also help address the concerning results for bullying and harassment and discrimination at work. Specific targeted BME support for career progression and unfairness of applied staff management policies and the Social Partnership Forum pledge will support the divisions in developing action plans based on the results of the divisional heat maps which have now been shared. The full action plan details key interventions to address areas of concern highlighted in the 2016 results.
Recommendation to the Board
The Board of Directors is requested to:
DISCUSS this paper and AGREE the proposed action plan for 2017.
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Risk Implications
Failure to comply with Public Sector Duties Equality under the Equality Act 2010 could put the Trust at risk of non-compliance and this could also lead to reputational damage.
Finance Implications
None.
Equality and Diversity Impact / Single Equalities Impact Assessment
The 2016 Staff Survey results and associated action plan is designed partly to address equality and diversity issues across the workforce of the Trust in terms of employment, promotion, career progression and bullying and harassment.
2016 Staff Survey Results
1
Section Page
Key 2016 Staff Survey Results at a Glance 2
Comparison between 2015-2016 Top and Bottom 5 Key
Findings
3
Who took the Survey and Response Rates 4
Introduction 5
Areas of Significant Change since the 2015 survey 5
Key Findings for C&I 6
Largest Local Changes since the 2015 Survey 7
Comparison to other Mental Health Trusts – Top 5 8
Comparison to other Mental Health Trusts – Bottom 5 10
Workforce Race Equality Standard 12
Bullying and Harassment – Key Findings by Division 13
Divisional Heatmaps 14
Conclusion and Next Steps 17
Action Plan 18
Key 2016 Staff Survey Results at a Glance
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response rate. responses out of eligible staff.
The average Mental Health Trust (17 Picker MHTs) response rate was .
Top 5 Key Findings - 2015-2016 Comparison
The overall staff engagement score was
and higher than the 2016 average MHT score of 3.77.
a significant increase from 3.70 in 2015
Bottom 5 Key Findings - 2015-2016 Comparison
Top Five Key Findings
• Of the Top Five Key Findings for 2016, four of the five had improved from the 2015 staff survey results. This indicated that these areas of engagement have continued to develop over the last 12 months showing a steady improvement.
• Encouragingly the results of KF6 percentage of staff reporting good communication between senior management and staff has improved from 35% in 2015 to 42% in 2016.
• The only key finding that was in the Top Five for 2016 but had not improved since 2015 was KF9 effective team working which was 3.89 in 2015 and 3.84 in 2016. Additional focus is being given to supporting team development in 2017 with the roll-out of our Leading Teams in Excellence programme for all Trust Managers.
Bottom Five Key Findings
Of the Bottom Five Key Findings for 2016, two had improved and three had worsened since 2015.
• Despite being in the Trust‟s bottom five, KF20 percentage of staff experiencing discrimination at work in the last 12 months has improved from 23% in 2015 to 22% in 2016. Whilst there is still a long way to go to improve this, further work is being undertaken through the „Our Staff First‟ Strategy to address issues relating to discrimination and unfairness at work.
• A small improvement has been seen for KF25 percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in the last 12 months from 40% in 2015 down to 39% in 2016.
• There has been a disappointing decrease in KF21 percentage of staff believing that the organisation provides equal opportunities for career progression and promotion from 77% in 2015 to 76% in 2016, which is also significantly lower that the 2016 average for Mental Health Trusts which report 87%. The theme of Equality and Diversity is clear when comparing the Bottom five Key Findings for the Trust.
• Although KF11 percentage of staff appraised in the last 12 months is one of the C&I‟s bottom five performing findings, it has improved slightly since 2015 albeit still below the national 2016 average for Mental Health Trusts. It should be noted that the Trust performs well above KPI on appraisal compliance.
• There has been a disappointing increase in KF27 percentage of staff/colleagues reporting most recent experience of harassment, bullying or abuse from 48% in 2015 to 56% in 2016 although C&I still report lower than the national 2016 average for Mental Health Trusts which reports 60% we will strive to reduce this demonstrably in 2017.
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Comparison between 2015-2016 Top and Bottom Five Key Findings
Who took the survey and response rates?
4
Introduction
The results presented here are from the Staff Survey 2016, carried out by Picker Institute Europe on behalf of Camden and Islington
NHS Foundation Trust. 2016 was the first year that the survey was distributed electronically.
A good news story…
• The average response rate for Mental Health Trusts was 49.5% with an encouraging 55.5% response rate for C&I. This in itself
indicates a higher than average engagement of our staff.
• C&I reported an engagement score of 3.79 which was an increase from 3.70 in 2015. The average mental health trust reported
an engagement score of 3.77
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Areas of Significant Change since the 2015 Survey
C&I have improved significantly in 17 areas. The theme across
these areas are in staff feeling engaged, valued and
empowered.
• Our focus on flexible working, team development,
management development and health and wellbeing is being
reflected in the staff survey results which creates a strong
foundation for the programme of work in Our Staff First for
2017 and beyond.
• The three areas that have worsened and need addressing are
related to identifying training needs and supporting staff in
attending training whilst also empowering staff to create a safe
forum to engage service users and collate feedback. The HR
& OD Roadshows will be an opportunity to support staff and
managers in addressing concerns with access to training.
Info on this page is from the Picker Exec Summary Report
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Key Findings for C&I
In summary we have seen positive change in the quality of Core
Skills Training, staff confidence in reporting unsafe clinical
practice, staff attending work when feeling unwell, staff
satisfaction with resourcing and support and communication.
We need to improve further the number of staff receiving
appraisals, addressing bullying and harassment and
The above table highlights the level of violence, harassment and bullying experienced by staff in the last 12
months by division and Trust. Overall the Acute division is the division with the greatest concern with 56% of
staff reporting experiencing harassment, bullying or abuse from patients, relatives or the public. Both R&R
and the Acute division report the highest for staff experiencing harassment, bullying and abuse from other
staff. It is recommended that a specific piece of work is undertaken by the divisional management teams with
support from HR & OD to understand these issues and develop an action plan to address them by minimising any form of violence, bullying and harassment and encourage staff to report when it occurs.
Bullying and Harassment – Key Findings by Division
Divisional Heatmaps by Topic
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Each division has received the heatmap data detailing characteristics. The overall picture shows us that SAMH has a higher
than average result for how staff feel about their job. A deep dive into understanding why engagement levels are high in this
area will enable us to share best practice and build upon success. The R&R division reports below average results for how
staff feel about their job; support must be given to understand the issues and address them to improve job satisfaction and
engagement in this area. The overall position for R&R is as an outlier with the most red areas reported. A significant piece of
work by the divisional management team, with support from HR&OD and Equality and Diversity is required to understand the
issues and create a robust action plan to address them.
Divisional Heatmaps by Topic
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Overall C&I reports a positive relationship between management and staff in comparison to other mental health trusts, however
the Acute division is reporting below C&I average in satisfaction in relationships with managers and perceived levels of support.
Understanding the day to day issues experienced in this division will help shape interventions which will be effective in creating
stronger line management support and empowerment.
The Corporate teams are reporting lower than average satisfaction in personal development. These areas will be targeted as
part of the Our Staff First Careers Clinics and HR & OD Roadshows. Learning from the approach to appraisals in SAMH can be
disseminated across other areas of the Trust.
Divisional Heatmaps by Topic
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Concerns with health, well-being and safety at work are more concentrated in the Acute division, which would correlate with the
nature of the work in this area. A concerted effort needs to be made to ensure that staff feel protected and supported at work.
With the improvement of Occupational Health services, more proactive and targeted support will be offered to staff in areas
where they feel vulnerable to experiencing musculoskeletal problems associated with work activities as well as the trend that we
are seeing with staff reporting stress and anxiety issues. These will be specifically targeted as part of the Occupational Health
Events taking place in 2017/2018.
Conclusions and Action Plan
In conclusion…
What we are doing well: positive team working, good communication with managers, staff feeling engaged
Where we need to improve: staff experiencing discrimination and bullying, equal opportunities for career development, access to
appraisals and training
There is an overarching story to how well staff feel valued at C&I but detailed work needs to be undertaken at divisional level to
tackle local issues of concern and build upon areas of best practice and success ensuring that the divisional teams are connected in
their approach. It is recommended that each division is supported in being empowered to understand the results of their service and
to keep their approach simple in addressing issues and concerns.
Next Steps
Divisional management teams, with support from their HR Business Partner will identify 3 key themes of success and improvement
drawing on the existing support and initiatives underway such as Our Staff First and the Trust‟s Engagement Strategy. A template for
how to record and measure these themes will be populated and shared at the monthly SLT for learning to be shared. The Our Staff
First initiatives such as coaching, Careers Clinics, support for internal promotion, opportunities and transfers, development of talent
pools and BME specific positive action of unconscious bias training, mediation training, BME representation at interview panels for
band 8a+ positions, e-learning for applications & interviews and proactively checking staff suitable to apply for posts will help support
divisional management teams in their action plans to address the issues identified in the divisional heatmaps. In April 2017 joined the
Social Partnership forum Tackling Bullying in the NHS – A Collective call to action which will support the Trust in improving staff
experience and driving out discrimination and bullying. The learnings from the Positive and Proactive Care Committee will continue
to be shared offering divisional management teams tools and techniques to improve staff experience and improve our management
of violence and aggression.
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Action Who When
C&I to join the Social Partnership Forum to gain support
from existing initiatives tackling B&H
HR&OD April 2017
Trust to sign up to the Social Partnership Forum pledge Trust Board May 2017
HR&OD Roadshows to be “themed” to include B&H and
Equality and Diversity topics to reach out to staff and offer
support and signposting
HR&OD May 2017
Launch of Careers Clinics HR&OD and Practice Development Nurses May 2017
Improved awareness for appraisals and training Associate Divisional Directors with support
from HRBP
May 2017
Diversity, Equality and Human Rights Week Network for Change May 2017
Divisional Management Teams identify detailed action plan
(drawing on existing initiatives such as Our Staff First) to be
shared at SLT Meeting
ADD with support from HRBP June 2017
Our Staff First intranet page to be launched and publicise
monitoring data regarding BME staff appointments to band
8a+ and Employee Relations case management and
successful career development stories
HR&OD June 2017
Health & Wellbeing staff mindfulness and resilience
workshops and managers training
HR&OD and OH June 2017
Launch of Trustwide Mental Health First Aiders HR&OD and OH July 2017
Targeted support for BME staff to support in applying for
internal promotion and access coaching and mentoring
