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Healthy workplace development programme
Values and recognition
Hendrika Santer BreamOrganisational Development Team
Guy’s and St Thomas’ NHS Foundation Trust
Session outline
• Introduction
• Why values are important
• Link between values, behaviour and culture
• Reward and recognition
• Case study and group work: an experience of
using a values and behaviours framework
Introductions
namerolewhat brings you here today?
Why Values?
Values are essential and enduring rules
A small set of timeless guiding principles for how we:
• deliver our services
• manage
• make decisions
• communicate what we are about
Why Values?
satisfied staffhigher levels of organisational commitment lower quit ratesgreater customer satisfactionlower levels of dissent or dissatisfaction over pay
CIPD, 2004
Where strongly held values are in place, an organisation is more likely to have:
Link between employee engagement and patient outcomes
Where staff are more engaged, patients are safer
Michael West
Organisational culture
Shared assumptions, values, and beliefs.
Culture governs how people behave in organisations e.g. how they dress, act, and perform their jobs
Every organisation develops and maintains a unique culture, which provides guidelines and boundaries for the behaviour of the members of the organisation.
Keeping staff and volunteers happy and motivated
How do we show staff and volunteers we value them?
What rewards do I value?
What motivates me?
What enables me to flourish at work?
In 2006
• Poor staff survey results
• Patient satisfaction deteriorating
• Safety needed to improve
• Big cost-cutting programme in place
Looking back
Values & performance
10
Low Living the behaviours High
?
Exit
2006•Values discovery exercise•Guy’s & St Thomas’ values agreed
The Trust Values
2006•Values discovery exercise•GSTT values agreed
2007•Values-based behaviour research with staff•What does living the values when we are at our best look like?
2008•Values-based behaviours tested and published•OD function formed with remit to embed the values 2009 onwards
•ongoing process of embedding the values
2011•Southwark Provider Services & Lambeth Community Health integrated with GSTT•Values as an anchor for aligning 3 organisations
2012•Revised values & behaviours framework launched
2013-4•Embedded values & behaviours further into development review
Values & Behaviours Framework4 levels
EVERYONELives the Values using the behaviours
SPECIALIST / TEAM LEADERLeads others through specialist knowledge or through supervising a team
EXPERT / DEPARTMENT MANAGER Leads at a department/service level through expert knowledge or managerial role
STRATEGIC LEADERLeads and directs at Trust level
Using the Values & Behaviours Framework
- I do consistently
- I do sometimes
- a development need
Self assess against the behaviours on red page:
• Read the red page – behaviours for everyone• Read the blue page – behaviours for specialists / team leadersFor you:
What did you notice?
• What does this mean for me?
• What strengths can I role-model?
• What is a priority for development?
• What personal action will I take?
Uses for the framework
Leadership development
Evaluation
Evaluation
Evaluation MRSA Bacteraemia 2004 - 2012
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5
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35
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2004 2005 2006 2007 2008 2009 2010 2011 2012
• Values • Behaviour• Culture • Engagement • Performance
Reflection and conclusion