Transcript SICKNESS ABSENCE

Heart of England NHS Foundation
Trust
Directorate National Survey Outcomes,
Local Staff Engagement & Stress Audit
Report, 2012
Results for: Accident & Emergency, 2012
Base: 326
With comparison where applicable:
Heart of England NHS Foundation Trust Overall (plus trend)
Engagement Scores
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
Trust Overall Employee Engagement Scores
TRUST
LOCAL
National Engagement score
3.58 (72%)
Trust Local Engagement score
58%
Key Findings 22 “Staff ability to contribute towards
improvements at work”
69% (62% in 2011)
1) I would say that my job is satisfying 71%
Key Findings 24 “Staff recommendation of the trust as a
place to work or receive treatment”
score 3.40 (3.45 in 2011)
3) I am always willing to go the extra mile to
deliver the best service 92%
Key Findings 25 “Staff motivation at work”
Score 3.82 (3.86 in 2011)
5) I am proud of this organisation 44%
2011 Trust National Engagement score
3.54 (72%)
2) I feel valued and recognised for the work I
do 48%
4) I would recommend HEFT as an employer
49%
6) I feel motivated at work
55%
2011 Trust Local Engagement Score
60%
Engagement Results for your Directorate
Directorate
National
Engagement
Rate
73%
Directorate
Directorate
2012 Local
2011 Local
Engagement Rate Engagement Rate
65%
71%
Difference
6%
Directorate
Return rate for
2012
70
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)
……………………………………………
…………………
Note: Aim to address a maximum of 3 – 4 improvement areas. Actions to address improvement area can be singular or multiple.
Improvement Area
Be specific. Include brief rationale.
Corporate/local focus?
Actions to address
improvement area
Be specific – avoid generalisations
Timescales
Lead-up, implementation &
evaluation timings?
Resource required
People, required budget,
where budget derived?
Who is responsible
Individuals & supporting
team?
Stress Audit
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.
Your Directorate Stress Audit Results
Local Data
FTE Days
Lost due
to Stress
Related
Absence
Local
Engagem
ent Rate
2012
Number of
OH
referrals
703.76
65%
31
National Survey Results
Turnover
of staff
(sum of
FTE)
20.84
Additional Data Results
Patient Care
Metric
No data
Patient
Experience
78%
Stress
Risk
Score
5
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
experienc
ed
physical
violence
(patients
& staff)
In last 12
months
experience
d
harassment
& bullying
(patients &
staff)
54%
39%
21%
59%
Directorate Overall R.A.G. RATING
Patient
Complaints
specifically
around Staff
Attitude
73
RED
As 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
High Priority Areas
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 environment
Control – such as how much say the person has in the way they do their work
Support – such as the encouragement, sponsorship and resources provided by the organisation,
line management and colleagues
Relationships – such as promoting positive working to avoid conflict and dealing with
unacceptable behavior
Role – such as whether people understand their role within the organisation and whether the
organisation ensures that they do not have conflicting roles
Change – 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.
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.
Relationships:
•Harassment, bullying or abuse from peers/colleagues/managers
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/