Analysis
Alamy
Why managers are taking notice of staff happiness
The King’s Fund’s latest report on NHS performance shows managers’ concerns are shifting. Nick Triggle reports WHEN HOSPITAL finance directors were asked recently by the King’s Fund think tank what their biggest worry was, the answer was, in many ways, surprising. Amid mounting pressure on budgets and waiting times, as well as the relentless focus on emergency departments, one third listed staff morale as their main concern. This was the first time morale had come top in the King’s Fund’s regular quarterly report, but it does not mean happiness of the workforce is a new issue. Staff engagement fell for three consecutive years from 2009, before a slight improvement in last year’s NHS Staff Survey, however, only 55% of staff said they would recommend their organisation as a place to work. There also appears to be a disconnect between those on the front line and managers; while three quarters of staff said they would raise concerns they had, only one quarter said managers acted on them. In addition, only one third reported communication from the top was effective. NURSING MANAGEMENT
A report by the Point of Care Foundation is clear that there needs to be a sea change in the way the NHS approaches these issues. The review argues that staff satisfaction and engagement is a driver for delivering good quality care, citing research that shows a correlation between this and lower rates of mortality and infection. Support Point of Care Foundation director Jocelyn Cornwell says: ‘It is the experiences of staff that shape patients’ experiences of care. Caring for patients is difficult and challenging work. Boards need to support managers at every level so that they in turn support staff to deliver the best possible patient care.’ RCN director of nursing and service delivery Janet Davies agrees. ‘Nurses and other front line health workers understand the issues facing the NHS and can provide the solutions. This is why it is so important that they are listened to and valued.’ The foundation’s report lists a number of guiding principles all NHS organisations should follow. These include: ■■ Giving all staff well-structured appraisals and ongoing career development. ■■ Training line managers in people management skills.
■■ Having well defined teams that regularly review how they are doing. ■■ Creating space for staff to reflect on patient care challenges. ■■ Setting coherent goals for quality and safety from board to wards. ■■ Acting on staff feedback. The report also highlights examples of good practice. Oxleas NHS Foundation Trust was praised for its strong leadership. Inductions at the trust are led by the chief executive and directors, and staff complaints are treated with the same importance as patient complaints. Schwartz ward rounds are also mentioned; more than 20 trusts have adopted the idea, which involves monthly cross-discipline staff meetings, based on a patient story. Hampshire Hospitals NHS Foundation Trust chief nurse Donna Green believes the NHS needs to use the report as guidance. ‘You have to work in partnership with staff to figure out what works for your organisation.’ Chartered Institute of Personnel & Development head of public policy Ben Willmott agrees. ‘Trusts need to build on the good practice that is already happening. But it really needs to be tailored to individual circumstances.’ But NHS Employers director of employment services Sue Covill believes there are already signs of improvement. ‘We are seeing incremental improvements despite reorganisations, incredibly tight resources and reports highlighting the need for new systems, processes and regulations. It’s testament to hugely committed NHS managers and staff. ‘We need to support managers in developing top notch people management skills and the time to put in place sustainable solutions.’ Nick Triggle is a freelance writer
Find out more The King’s Fund January 2014 quarterly report tinyurl.com/om4mmkq The Point of Care Foundation report Staff Care tinyurl.com/qjs3uyy March 2014 | Volume 20 | Number 10
9
Alamy
Why managers are taking notice of staff happiness
The King’s Fund’s latest report on NHS performance shows managers’ concerns are shifting. Nick Triggle reports WHEN HOSPITAL finance directors were asked recently by the King’s Fund think tank what their biggest worry was, the answer was, in many ways, surprising. Amid mounting pressure on budgets and waiting times, as well as the relentless focus on emergency departments, one third listed staff morale as their main concern. This was the first time morale had come top in the King’s Fund’s regular quarterly report, but it does not mean happiness of the workforce is a new issue. Staff engagement fell for three consecutive years from 2009, before a slight improvement in last year’s NHS Staff Survey, however, only 55% of staff said they would recommend their organisation as a place to work. There also appears to be a disconnect between those on the front line and managers; while three quarters of staff said they would raise concerns they had, only one quarter said managers acted on them. In addition, only one third reported communication from the top was effective. NURSING MANAGEMENT
A report by the Point of Care Foundation is clear that there needs to be a sea change in the way the NHS approaches these issues. The review argues that staff satisfaction and engagement is a driver for delivering good quality care, citing research that shows a correlation between this and lower rates of mortality and infection. Support Point of Care Foundation director Jocelyn Cornwell says: ‘It is the experiences of staff that shape patients’ experiences of care. Caring for patients is difficult and challenging work. Boards need to support managers at every level so that they in turn support staff to deliver the best possible patient care.’ RCN director of nursing and service delivery Janet Davies agrees. ‘Nurses and other front line health workers understand the issues facing the NHS and can provide the solutions. This is why it is so important that they are listened to and valued.’ The foundation’s report lists a number of guiding principles all NHS organisations should follow. These include: ■■ Giving all staff well-structured appraisals and ongoing career development. ■■ Training line managers in people management skills.
■■ Having well defined teams that regularly review how they are doing. ■■ Creating space for staff to reflect on patient care challenges. ■■ Setting coherent goals for quality and safety from board to wards. ■■ Acting on staff feedback. The report also highlights examples of good practice. Oxleas NHS Foundation Trust was praised for its strong leadership. Inductions at the trust are led by the chief executive and directors, and staff complaints are treated with the same importance as patient complaints. Schwartz ward rounds are also mentioned; more than 20 trusts have adopted the idea, which involves monthly cross-discipline staff meetings, based on a patient story. Hampshire Hospitals NHS Foundation Trust chief nurse Donna Green believes the NHS needs to use the report as guidance. ‘You have to work in partnership with staff to figure out what works for your organisation.’ Chartered Institute of Personnel & Development head of public policy Ben Willmott agrees. ‘Trusts need to build on the good practice that is already happening. But it really needs to be tailored to individual circumstances.’ But NHS Employers director of employment services Sue Covill believes there are already signs of improvement. ‘We are seeing incremental improvements despite reorganisations, incredibly tight resources and reports highlighting the need for new systems, processes and regulations. It’s testament to hugely committed NHS managers and staff. ‘We need to support managers in developing top notch people management skills and the time to put in place sustainable solutions.’ Nick Triggle is a freelance writer
Find out more The King’s Fund January 2014 quarterly report tinyurl.com/om4mmkq The Point of Care Foundation report Staff Care tinyurl.com/qjs3uyy March 2014 | Volume 20 | Number 10
9
