Heart of England NHS Foundation Trust

Directorate National Survey Outcomes,Local Staff Engagement & Stress Audit

Report, 2012

Results for: Theatres / DSU / SSU, 2012

Base: 344

With comparison where applicable:Heart of England NHS Foundation Trust Overall (plus trend)

During 2012, the Trust undertook the National Staff Survey as a census. The National Survey provides a staff engagement rating and by running a census we are able to provide an engagement rate from this data (which we haven’t been able to do before). ‘Local’ engagement rating was created using employee engagement specialists, Ipsos MORI, some 3 years ago, and therefore, we included those questions into the National Survey to enable us to have benchmark data.

Therefore, you will find in this report: •Your 2012 National Engagement Score for your directorate•Your 2012 Local Engagement Score for your directorate and a comparison to your 2011 Local Engagement Score (if available) The full data set for your directorate, can be found on the HR website under Wellbeing, then Surveys. We would encourage all directorates to look closely at the data provided and consider how they can improve staff engagement within their areas. Improved staff engagement leads to improved patient care. With the publication of the Francis Report, it is more crucial than ever to do everything we can to ensure patient care is of the highest possible quality and standard. For information about staff engagement, please visit NHS Employers website http://www.nhsemployers.org/EmploymentPolicyAndPractice/staff-engagement/Staff-engagement-toolkit You may also wish to read reports by David McLeod

Engagement Scores

Trust Overall Employee Engagement Scores

TRUST LOCALNational Engagement score

3.58 (72%)Trust Local Engagement score

58%

Key Findings 22 -“Staff ability to contribute towardsimprovements at work” 69% (62% in 2011)

Key Findings 24 -“Staff recommendation of the trust as a place to work or receive treatment” score 3.40 (3.45 in 2011)

Key Findings 25 - “Staff motivation at work”Score 3.82 (3.86 in 2011)

1) I would say that my job is satisfying 71%

2) I feel valued and recognised for the work I do 48%

3) I am always willing to go the extra mile to deliver the best service 92%

4) I would recommend HEFT as an employer 49%

5) I am proud of this organisation 44%

6) I feel motivated at work 55%

2011 Trust National Engagement score3.54 (72%)

2011 Trust Local Engagement Score60%

Engagement Results for your Directorate

DirectorateNational Engagement Rate

Directorate2012 Local Engagement Rate

Directorate2011 Local Engagement Rate

DifferenceDirectorateReturn rate for 2012

69% 52% 37% 15% 89

Local Engagement Action Plan

• Identify improvement opportunities from Strategic Priorities, Key Drivers & internal best practices - clear statement of objectives and measurable results

• Define steps and work plan to achieve objectives - sequential/ parallel and milestones

• Establish a time schedule for each step and overall program - critical path and best/worst case scenarios

• Assign responsibilities for each step and overall program – management levels, dept/functional areas and third-parties

• Determine all resources required – personnel, materials, services and costs Action plan for(please write in area)

………………………………………………………………

Improvement AreaActions to address improvement area

Timescales Resource required Who is responsible

Be specific. Include brief rationale. Corporate/local focus?

Be specific – avoid generalisations Lead-up, implementation & evaluation timings?

People, required budget, where budget derived?

Individuals & supporting team?

Note: Aim to address a maximum of 3 – 4 improvement areas. Actions to address improvement area can be singular or multiple.

Each year, the Trust is required to undertake a stress audit as part of its requirements under NHSLA and the HSE stress management standards. We have a robust policy and process around this, as well as guidance for managers of departments to seek to minimize and manage work related stress. The audit looks at a range of data which includes, engagement scores, stress related absence, stress related referrals to OH and turnover. We have created a risk categorizing process and from this identify our ‘hotspot’ directorates, as well as those that are amber or green. Being amber or green does not mean ‘do nothing’. Every manager has a responsibility to promote wellbeing and minimize work related stress. The data in this report will show you your ‘stress risk score’ and RAG rating from the data set. It will also show you your scores on particular survey questions which will impact on stress levels within your department, these are: •harassment and bullying•violence and aggression•management interest in wellbeing •those specifically saying they have suffered work related stress. It also includes your ranking in the National Survey Stress Assessment Report (this report can be found on the HR website under Wellbeing, then Surveys). You should look at all of these indicators and discuss this with your staff to understand more fully the issues before producing a meaningful and achievable plan to minimize stress. Please see the Stress Management Policy and Guidance to aid you. Those directorates that are ‘red’ are mandated to produce these plans under the Trust’s Stress Management Policy. These plans will be expected to be presented to the Live Well Work Well Steering Group in July each year (which allows 3 months to review data and develop plans). Any that are not received will be formally escalated through the Director of Workforce and the Director of Safety and Governance, and ultimately to the EMB and Trust Board. You may also wish to visit the HSE website to understand more about stress.

Stress Audit

Your Directorate Stress Audit Results

Local Data National Survey ResultsFTE Days Lost due to Stress Related Absence

Local Engagement Rate 2012

Number of OH referrals

Turnover of staff (sum of FTE)

Stress Risk Score

Manager takes interest in Health & Wellbeing

In last 12 months have you felt unwell as a result of work related stress?

In last 12 months experienced physical violence (patients & staff)

In last 12 months experienced harassment & bullying (patients & staff)

311.52

52% 44 15.11 12 40% 40% 11% 35%

Additional Data ResultsPatient Care Metric

Patient Experience

Patient Complaints specifically around staff attitude

98 No data 1

Directorate Overall R.A.G. RATING

REDAs a red rated directorate, you MUST undertake a detailed assessment using this and other data, following the guidelines in the stress policy, and produce an action plan by July to be presented to the Live Well Work Well Steering Group – please liaise with your HRBP

Health and Safety Executive Management Standards Overview‐The Management Standards cover six key areas of work design that, if not properly managed, are associated with poor health and well being, lower productivity and increased sickness absence. In other words, the six Management Standards cover the primary sources of stress at work. These are:Demands – such as workload, work patterns and the work environmentControl – such as how much say the person has in the way they do their workSupport – such as the encouragement, sponsorship and resources provided by the organisation, line management and colleaguesRelationships – such as promoting positive working to avoid conflict and dealing with unacceptable behaviorRole – such as whether people understand their role within the organisation and whether the organisation ensures that they do not have conflicting rolesChange – such as how organisational change (large or small) is managed and communicated in the organisation.Employers have a duty to ensure that priorities arising from work activity are properly controlled. The Management Standards approach helps employers work with their employees and representatives to undertake priority assessments for stress.

High Priority Areas

Summary of High Priority Areas

From the National Survey data, we have commissioned a stress audit. This looks at stress indicators around the HSE Management Standards. The high priority areas identified for your directorate are those that were ‘red’ rated – highest areas of concern/risk for staff, and are therefore where you should focus your interventions.Please note that for most directorates, the survey conducted is as a directorate as a whole, therefore the data cannot be broken down by site. It is therefore important that the directorate management team, supported by the HR team, undertake some local further investigations/risk assessment.

Role:•Perception of lack of clarity around goals and objectives Relationships:•Harassment, bullying or abuse from patients/relatives/carers•Harassment, bullying or abuse from peers/colleagues/managers

Demands:•Perceived lack of appropriate staffing

Further advice & guidance• Stress Policy• NHS Employers – Engagement Tool-kit• Occupational Health Department• Live Well Work Well Website

http://www.heftlivewellworkwell.co.uk/• HR Website• HR Representative• If you wish to view the Trust’s CQC

National Survey report go to http://www.nhsstaffsurveys.com/cms/